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HCF and LCM - Problem Solving Full lesson including Stretch and Challenge and GCSE Questions

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28 August 2024

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Lesson is designed to guide students through the concepts of Highest Common Factor (HCF) and Least Common Multiple (LCM) with a focus on problem-solving techniques. The lesson includes a step-by-step explanation of finding HCF and LCM, practical examples, and a variety of problem-solving questions, including GCSE-style questions for exam preparation… A worksheet accompanying the lesson provides additional practice with Stretch and Challenge questions, allowing students to apply what they’ve learned in a structured and rigorous way.

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Failure Analysis of Automotive Drive System: A Six Sigma DMADV Approach

• Tools and Techniques
• Published: 24 August 2024

Cite this article

• Shivagond Teli 1 ,
• Vinod Surange   ORCID: orcid.org/0000-0002-3388-9489 2 &
• Lokpriya Gaikwad 3  

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This study outlines the application of the Six Sigma methodology to rectify oil seal leaks in an automobile company's hollow drive shafts. Persistent issues with oil seepage through the shaft's oil seal led to clutch malfunctions, power failures, and subsequent breakdowns, resulting in high warranty costs, which negatively impacted the status of a firm in the market and the level of fulfillment experienced by its clients. Projects are crucial for translating an organization's strategic goals into achievable outcomes, serving as the cornerstone of success. We implemented a quality-driven effort using Six Sigma and the Theory of Inventive Problem Solving (TRIZ) to foster a culture of continuous improvement. Utilizing the procedures-oriented DMADV (Define, Measure, Analyze, Design, and Verify) technique, the oil seal leakage issue was addressed and resolved successfully from the gearbox. The Pugh matrix was used to choose a new design from various alternatives, a KANO model to evaluate customer demands, and a cause-and-effect diagram to analyze possible failure situations. The overall aim was to determine the failure situations that were most likely to occur. Through its deployment, we intended to improve both the product's dependability and the production process's efficiency. Following the design improvements, the defects observed in the assemblies dropped to 58, with no occurrences of oil seal leakage. It is plausible to conclude that these techniques can significantly enhance product quality. The study demonstrates the efficacy of Six Sigma methodologies in tackling intricate situations.

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Teli, S., Surange, V. & Gaikwad, L. Failure Analysis of Automotive Drive System: A Six Sigma DMADV Approach. J Fail. Anal. and Preven. (2024). https://doi.org/10.1007/s11668-024-02003-8

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Is/Is Not Analysis: A Powerful Problem-Solving Technique for Peak Performance

May 15th, 2024

Businesses face all kinds of hurdles slowing progress and threatening success. From grindingly slow workflows to quality glitches, these problems spread damage far if left unaddressed.

But with the right problem-solving styles, companies can pinpoint what’s causing trouble and implement fixes well.

One such method earning its stripes across industries everywhere is “Is/Is Not Analysis”.

It provides a methodical way for teams to sharply define issues while excluding what they’re not.

Doing so eliminates vagueness, prevents scope creep, and guarantees efforts target the actual problem.

Whether handling complex engineering puzzles or streamlining company processes, Is/Is Not Analysis has time and again proven hugely useful in my problem-crushing toolkit.

Key Highlights

• A thorough understanding of what the Is/Is Not Analysis is and how it fits into the broader problem-solving framework.
• The numerous benefits of using this technique, such as enhanced focus and clarity, improved team alignment, effective scope management, better communication, and robust decision-making.
• A step-by-step guide on how to conduct an “Is/Is Not Analysis”, from describing the problem to formulating a concise problem statement.
• Insights into the wide-ranging applications of this analysis across various domains.
• An example demonstrating the application of the Is/Is Not Analysis in a manufacturing context, addressing the issue of machine downtime, and highlighting the process of comparative analysis and problem statement formulation.
• Industry-specific terminology, technical insights, and best practices drawn from my extensive experience working with Lean Six Sigma methodologies.

What is an Is/Is Not Analysis?

The Is/Is Not Analysis is a powerful problem-solving technique that brings clarity and focus to complex situations.

This method is an invaluable asset in my toolkit, enabling me to tackle intricate challenges across a wide range of industries and domains.

Problem-solving technique

The Is/Is Not Analysis is a systematic approach that guides teams through the process of precisely defining the scope of a problem.

Breaking down the issue into two distinct components – what the problem “is” and what it “is not” – allows you to isolate the core elements that require attention while filtering out extraneous factors that may distract or derail your efforts.

Scope definition with Is/Is Not Analysis

One of the primary benefits of this analysis is its ability to establish clear boundaries and parameters around the problem at hand.

By explicitly stating what falls within the scope of the issue and what lies outside of it, you can prevent scope creep and ensure that your team remains focused on the most relevant aspects.

This not only streamlines the problem-solving process but also optimizes the allocation of resources, directing them toward the areas that truly matter.

Structured problem-solving approach

The Is/Is Not Analysis is a structured and systematic approach that follows a well-defined set of steps. It begins with a detailed description of the problem, followed by the identification of what the problem “is” and what it “is not”.

This process involves gathering data, analyzing information, and leveraging templates to facilitate a comprehensive understanding of the situation.

This problem-solving technique seamlessly integrates into the widely adopted DMAIC (Define, Measure, Analyze, Improve, Control) methodology, which is a cornerstone of Lean Six Sigma practices.

The Is/Is Not Analysis plays a crucial role in the “ Define ” phase, where it helps teams precisely articulate the problem they are addressing, setting the stage for subsequent phases of measurement, analysis, improvement, and control.

Is vs. Is Not Matrix

To facilitate the analysis, a commonly used tool is the “Is vs. Is Not” matrix, which is a tabular representation that contrasts the elements that fall within the scope of the problem (“Is”) with those that do not (“Is Not”).

This visual aid not only enhances understanding but also serves as a reference point throughout the problem-solving journey, ensuring that the team remains aligned and focused on the defined objectives.

Benefits of Using an Is/Is Not Analysis

The Is/Is Not Analysis can have on problem-solving endeavors.

This versatile technique offers a multitude of benefits that not only enhance the effectiveness of the problem-solving process but also foster a more collaborative and efficient team dynamic.

Focus and clarity

One of the primary advantages of the Is/Is Not Analysis is its ability to bring laser-sharp focus and clarity to even the most complex challenges.

By meticulously delineating what the problem is and what it is not, this approach eliminates ambiguity and ensures that all team members are operating with a shared understanding of the issue at hand.

This shared clarity of purpose is a powerful catalyst for efficient and targeted problem-solving efforts.

Team alignment

In my experience, one of the biggest hurdles in tackling complex problems is achieving true alignment among team members.

The Is/Is Not Analysis serves as a unifying force, fostering a collaborative environment where everyone is working towards the same clearly defined objectives.

Scope management

Effective scope management is crucial in any problem-solving endeavor, as it prevents resources from being diluted across irrelevant areas.

The Is/Is Not Analysis excels in this regard, as it establishes precise boundaries around the problem, delineating what aspects fall within the scope and what lies outside of it.

Communication enhancement

Clear and effective communication is the lifeblood of any successful problem-solving initiative. By providing a structured framework for defining the problem, the Is/Is Not Analysis enhances communication within the team and across stakeholder groups.

The visual representation of the problem’s scope, often through the use of matrices or templates, facilitates a common understanding and streamlines the dissemination of information, ensuring that everyone is working towards the same goals.

Problem definition

At the heart of the Is/Is Not Analysis lies a robust problem definition process.

By breaking down complex issues into manageable components and identifying the specific characteristics and boundaries of the problem, this technique lays a solid foundation for comprehensive problem-solving efforts.

A well-defined problem statement is a critical first step towards finding effective solutions.

Boundary setting

In addition to defining the problem’s scope, the Is/Is Not Analysis also plays a crucial role in setting boundaries for the problem-solving effort.

By explicitly stating what falls outside the scope of the issue, this technique helps teams avoid getting sidetracked by tangential or irrelevant factors, ensuring that their focus remains unwavering on the core problem at hand.

Risk identification

Another valuable benefit of the Is/Is Not Analysis is its ability to identify potential risks or areas that might otherwise be overlooked.

This proactive approach allows for the development of effective risk mitigation strategies, enhancing the overall success of the initiative.

Decision-making

Informed decision-making is a critical component of any successful problem-solving effort. The Is/Is Not Analysis supports this process by providing a clear and comprehensive picture of the situation.

By understanding what is within the scope and what lies outside of it, teams can make well-informed decisions regarding resource allocation, action prioritization, and appropriate solutions.

Continuous improvement

The Is/Is Not Analysis is not a one-time exercise but rather a continuous improvement tool. As teams gain insights and lessons learned throughout the problem-solving journey, they can refine and update their understanding of what the problem “is” and “is not”.

This iterative process allows for ongoing optimization and ensures that solutions remain relevant and effective over time.

Documentation

Finally, the Is/Is Not Analysis provides a documented record of the problem’s scope and boundaries. 

This documentation serves as a valuable reference not only for the current problem-solving initiative but also for future projects or audits.

It ensures that the rationale behind decisions and the parameters of the problem are captured, facilitating knowledge transfer and enabling continuous learning within the organization.

How to Conduct an Is/Is Not Analysis

While the specifics may vary depending on the nature of the problem and the industry, there is a well-established framework that has proven effective time and time again.

Describe the problem

The first step in any successful Is/Is Not Analysis is to provide a detailed description of the problem at hand. This involves more than simply stating what the issue is; it requires a comprehensive understanding of the symptoms, consequences, and impact of the problem.

During this stage, it is crucial to gather as much relevant data and information as possible, ensuring that the problem is thoroughly documented and free from assumptions or proposed solutions.

Identify the “Is”

With a clear understanding of the problem in place, the next step is to identify what the problem “is”.

This involves documenting the specific characteristics, actions, behaviors, or outcomes that are considered problematic.

Template-based analysis with Is/Is Not Analysis

To facilitate this process, I often recommend the use of templates or matrices that allow teams to visually organize and contrast the “Is” and “Is Not” elements.

One popular approach is the “Is vs. Is Not” matrix, which provides a tabular representation that delineates the problem’s scope.

These templates enhance understanding and serve as a reference point throughout the analysis, ensuring consistency and alignment among team members.

Identify the “Is Not”

Once the “Is” elements have been defined, it is equally important to identify what the problem “is not”.

This step involves considering what one would expect to happen in the absence of the problem, as well as determining the locations, timeframes, and conditions where the issue does not occur.

Compare and contrast

With the “Is” and “Is Not” elements clearly defined, the next step is to compare and contrast the information collected.

This comparative analysis can reveal patterns, inconsistencies, or discrepancies that may point to potential root causes or contributing factors. It is during this stage that the true value of the Is/Is Not Analysis becomes apparent, as teams can begin to pinpoint the areas that require the most attention.

Data analysis with Is/Is Not Analysis

Throughout the Is/Is Not Analysis process, data plays a crucial role in informing and guiding the team’s efforts.

Narrow down the scope

Armed with the insights gained from the comparative analysis and data analysis, teams can begin to narrow down the scope of the problem.

This may involve discarding certain aspects that are not central to the issue or focusing on areas that have the most significant impact.

The goal is to create a refined view of the problem that can be effectively addressed through targeted solutions.

Formulate the problem statement with Is/Is Not Analysis

The culmination of the Is/Is Not Analysis process is the formulation of a concise and well-defined problem statement. This statement should incorporate all relevant “Is” and “Is Not” factors while being specific, measurable, and verifiable.

A clear problem statement sets the boundaries for what will (and will not) be addressed in the subsequent problem-solving efforts, ensuring that teams remain focused and on track throughout the journey.

Applications of Is/Is Not Analysis

This versatile technique has proven its value time and again, transcending boundaries and demonstrating its applicability in numerous contexts.

Project management

The Is/Is Not Analysis is an invaluable tool in the realm of project management .

By clearly defining the scope of a project and delineating what tasks and objectives are included (and excluded), this technique ensures that resources are allocated effectively and that efforts remain focused on the most critical elements.

Whether managing large-scale initiatives or smaller-scale endeavors, the Is/Is Not Analysis provides a structured framework for aligning stakeholders, setting boundaries, and mitigating the risk of scope creep.

Business analysis

In the dynamic world of business, organizations often face complex challenges that require a deep understanding of the underlying issues.

The Is/Is Not Analysis is a powerful ally in this regard, enabling business analysts to define precisely the scope of a problem or opportunity.

Product development with Is/Is Not Analysis

Whether developing tangible products or crafting innovative services, the Is/Is Not Analysis can play a crucial role in defining requirements and setting boundaries.

Quality management

By defining what constitutes quality (and what does not), this technique provides a solid foundation for developing effective quality control processes and procedures.

Whether assessing the quality of a product, service, or process, the Is/Is Not Analysis ensures that efforts are targeted and that resources are allocated appropriately, ultimately driving continuous improvement and customer satisfaction.

Requirements gathering

Effective requirements gathering is critical to the success of any project or initiative, and the Is/Is Not Analysis is an invaluable tool in this regard.

Root cause analysis and Is/Is Not Analysis

When faced with complex problems, identifying the root cause is often the most challenging and critical step.

The Is/Is Not Analysis provides a structured approach to unraveling these intricacies, by systematically separating the core issues from peripheral factors.

Environmental impact assessment

Companies must carefully consider the potential impact of their operations and projects on the natural world.

The Is/Is Not Analysis can be a powerful tool in this regard, enabling teams to clearly define the scope of an environmental assessment and delineate what factors should be considered.

Conflict resolution

Conflicts, whether interpersonal or organizational, often stem from a lack of clear understanding and alignment.

The Is/Is Not Analysis can be a valuable asset in resolving such conflicts by providing a structured framework for defining the issues at hand and separating them from extraneous factors.

By clarifying what the conflict “is” and what it “is not”, teams can focus their efforts on addressing the core points of contention, facilitating effective communication, and paving the way for resolution.

Goal setting with Is/Is Not Analysis

Whether setting personal or organizational goals, the Is/Is Not Analysis can be a powerful tool for ensuring clarity and focus.

Defining what goals should be pursued (and what should be excluded), individuals and teams can align their efforts and allocate resources effectively.

Personal development

Beyond its applications in professional settings, the Is/Is Not Analysis can also be a valuable tool for personal growth and development.

This structured approach can help individuals prioritize their efforts, overcome obstacles, and achieve their desired outcomes more effectively.

Lean Six Sigma

This technique aligns perfectly with the core tenets of these philosophies, such as continuous improvement, waste elimination , and data-driven decision-making .

An Example of Is/Is Not Analysis for Machine Downtime

To illustrate the practical application of the “Is/Is Not Analysis”, let us consider a real-world example from the manufacturing sector.

In this scenario, a company is grappling with the issue of unexpected machine downtime, which is negatively impacting productivity and delivery times.

Problem description

The initial step in the Is/Is Not Analysis is to provide a detailed description of the problem. In this case, the issue is unscheduled machine downtime, which results in machines stopping unexpectedly and requiring maintenance.

This downtime is reported to occur specifically on Line 1, which handles a portion of the production process.

“Is” analysis

Next, the team identifies the “Is” elements of the problem. They note that the machine downtime is occurring on Line 1, particularly during the third shift (11 PM to 7 AM).

“Is Not” analysis

In contrast, the team observes that the downtime is not occurring on Lines 2 and 3, indicating that the issue may be isolated to factors unique to Line 1, such as equipment, personnel, or processes.

Comparative analysis

By comparing and contrasting the “Is” and “Is Not” elements, the team can start to pinpoint potential root causes.

For instance, the fact that the issue is specific to Product A and not Products B or C could indicate that the problem is related to the machinery’s configuration, the complexity of Product A, or the raw materials used.

Problem statement formulation

Armed with these insights, the team can formulate a concise and well-defined problem statement:

During the third shift, Line 1 experiences an increase in machine downtime, specifically when running Product A, leading to production delays.

This issue does not occur during the first or second shifts, nor does it affect Lines 2 and 3 when running Products B or C”.

Next steps: Root cause analysis

With a clear problem statement in place, the team can now proceed to a focused root cause analysis, investigating potential factors such as:

• Specific differences in the setup for Product A versus Products B and C
• Environmental and operational conditions of Line 1 during the third shift
• Training, expertise, and fatigue levels of third-shift staff compared to other shifts

Is/Is Not Analysis has proven its worth across countless industries and uses. Whether handling complex engineering puzzles, smoothing company workflows, or fueling constant upgrades, it provides an organized style framing issues while distinguishing main problems from extra factors.

As you start leveraging “Is/Is Not Analysis”, remember to embrace an organized, fact-based method. Foster teamwork and agreement between all involved. Also, stay committed to constant learning and perfecting your approach.

With determination and truly grasping this mighty technique, you too can break into new levels of problem-solving success. You’ll power transformative change within your work or personal goals.

My hope is you feel equipped to maximize every tool in your toolkit. With Is/Is Not Analysis helping sharpen your problem-solving focus, countless opportunities now come clearly into view. Take what you’ve learned and change the game!

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How to Conduct an Is Is Not Analysis

If you are not well informed about it then is is not analysis is also a problem solving tool used to solve issues in similar way as FMEA , Correlation, 5 Whys, Brainstorming , Affinity Diagram, Tolerance Analysis , PDCA, and several other techniques. Basically, it is a tool for solving the problems by explaining the sensible and judicious procedure to find the root cause of the problem.

The technique prevents the user from leaping to an untrue cause. If anyone conducts this exercise, then the user will get a confirmed root cause which will assist in creating a plan to solve the issue and prevent it from recurring.

In simple words, it is the necessary tool which leads you to find the accurate cause of a problem. It is a simple method to focus and narrow down the confusions successfully by understanding “What It Is” and What It Is Not.”

For instance, if there is a problem from supplier’s end, then it is not a problem within the organization. It is an external problem from supplier’s side. It is not a problem from domestic supplier side but overseas suppliers. It is a problem with nuts, it is not a problem with bolts, and it keeps going on. Therefore, it remains to ask the questions until and unless you hit the root cause of the problem.

We hope the concept is clear now. Let’s move on towards the focus of this article, how to conduct an is/is not analyses.

Here’s How You Can Conduct an Is Is Not Analysis

It is a straightforward yet very effective tool. You can conduct the is is not analysis to comprehend the problem and the extent of it. Before diving to solve a problem in a hurry, every problem-solving method vouch for spending some significant time to understand, analyse, and plan the action.

To begin with, you have to draw two columns on a whiteboard, computer screen, or paper. Next, you will write “IS” in the left column and “Is Not” in the right one. You will write questions like What, Where, When, and How Big is the problem and answer them in the relevant “Is” and “Is Not” column. Here is a simple sample of a basic diagram below:

Above table depicts that how you keep on asking questions. Do not forget to describe the problem in a couple of words. So, after adding the “Is” and “Is Not,” write relevant items in “Is” and “Is Not” section. You can add your answers in either column as applicable. If there is a close decision, then you can also add a few examples to explain what falls on either side of the line.

It is not the conventional analysis which let you deliberately think about the issue and in specific the limitations of what it is, and what it is not. Hence, it assists you in keeping focus, paying attention, and ultimately results in finding the root cause of the problem. It is a very common problem that unclear limits can lead to rambling off the track and solving the not so important issues.

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IS - IS NOT Problem Solving Analysis Method

• Thread starter jaspa
• Start date Aug 27, 2009
• Aug 27, 2009

qualitytoughnut - 2010

Forum Moderator

Re: IS - IS NOT analysis It is based on answering most of the 5W2Hs What What is the object with the defect? What is the defect? When When was the defect first seen? When else was the defect seen? When in the life cycle was the defect seen? Where Where on the object was the defect seen? Where geographically was the defect seen? Who What parties are involved? How Much How many units exhibit the defect? How many defects per unit? What rate of defects (e.g., %, PPM, etc.)? After answering the Is question for the above questions, answer what the defect is not, but could have been . Then identify the differences between the Is and the IS Not, any changes to the materials, process, detection method, etc. and theories as to how these could explain the defect. This analysis is used to provide focused potential causes for further investigation, and alos provide a test for potential root causes. Root causes must account for all of the IS/Is Nots.  

Quite Involved in Discussions

• Aug 28, 2009

Re: IS - IS NOT analysis I first heard of this tool in an undergrad course as a part of a bigger Root Cause Analysis framework called Kepner-Tregoe Analysis. I search google for some useful references and guess what! This forum is one of the top results: https://elsmar.com/elsmarqualityforum/threads/14204/ Regards, Reynald Moderator Note: Alternatively, Kepner Tregoe Analysis (KTA) - Seeking Information  

Re: IS - IS NOT analysis I learned the methodology back in the 1980's from " The New Rational Manager " by Charles Kepner and Benjamin Tregoe. I have found it very useful over my career. Judging from the reviews, people either love it or hate it. The negative comments said that it was common sense. However, "common" sense seems rather uncommon today.  

Stop X-bar/R Madness!!

Re: IS - IS NOT analysis I first heard of it in a Ford TOPS training. I think it is a great tool when you have a cloud of information, but no clear direction as to where the information leads. Most of my issues have been pretty obvious - and the root cause has not been as difficult as determining an economically feasible corrective action. But, I can see it as a very good tool when used for the correct need. Using when you do not need to might frustrate people-that is why demanding to use every tool for every occasion is not a good idea. It would be like forcing you to use a Phillips screwdriver to fix a flat tire....just because it is in your toolbox.  

Re: IS - IS NOT analysis Yes. I remember Ford used it in their TOPS training. They later had a falling out with K-T and removed it from the initial 8D material. I saw it again in the Global 8D, so they must have reconciled. I agree that you use it only when appropriate. That is the way with all tools. Use the one that works for the task at hand.  

SteelMaiden

Super moderator.

Re: IS - IS NOT analysis We learned it in some Kepner - Tregoe training we brought on-site. Something pretty simple, but we all seem to forget to define what "is not" the problem.  

SteelMaiden said: We learned it in some Kepner - Tregoe training we brought on-site. Something pretty simple, but we all seem to forget to define what "is not" the problem. Click to expand...

Re: IS - IS NOT analysis There was a caveat: Is Not, but could have been...  

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Is / Is Not method as a more effective approach to problem description

By default, the 5W2H method is used to describe the problem. We can further develop it by using the Is / Is Not method.

Thanks to this approach, we gain a broader view of the problem and a risk analysis of potentially non-compliant parts at the customer’s site.

When to use the 5W2H extension?

Most often it’s used to structure the team working on the problem definition that we want to analyze. Additionally, it should be used when we suspect that knowledge of a situation is only partial. We do not have to strictly follow the questions that are placed on the form. If necessary, questions may be rephrased if You feel that they do not apply.

Is / Is Not in problem description structure

The structure of the document is very transparent. It just involves adding an extra column to the 5W2H tool. We should answer the following questions:

Who is affected by the problem? (Is); Who is not affected by the problem and could? (Is Not)

What is the problem? (Is); What could be the problem and is not? (Is Not)

Where problem occurs? (Is) Where could the problem occur but didn’t occur? (Is Not)

When the problem was observed first time? (Is); When was the first time problem could be observed but was not detected? (Is Not)

How many parts are affected by the problem? (Is); How many parts aren’t affected by the problem? (Is Not)

What is the trend cycle for this problem? (Is); What may the trend be but is not? (Is Not)

Fig. 1 Sample problem description structure containing Is / Is Not and 5W2H.

What can we gain by Is / Is Not applying?

The Is / Is Not method is a great extension of 5W2H used in problem analysis . Thanks to it, we can estimate if the problem concerns only one production line. Or should we analyze all the production lines in the production plant (for example, plastics processing, welding, thermoforming ect).

In addition, it allows us to transparently estimate whether a given report concerns one customer (or one of his plants).

You can download an automatic, editable Excel form for free on the Free Quality Tools

Document name: Is / Is Not method – Excel form

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How to use it

Build the basic diagram.

Draw the basic table as below. If you are working with a group, do it on a flipchart page or a whiteboard.

Add a description of the overall situation at the top of the page. Use a separate sheet if you need more than a few words.

Add 'is' and 'is not' elements

Now simply as 'What is included here?' and 'What is not included here?', writing these down in either column as appropriate. Where it is a close division, you can add examples to clarify what falls either side of the line.

The bottom line for deciding where to place any point is to ask yourself questions such as:

• Who cares about this?
• What will happen if we do nothing about it?
• Do we have the authority to work on this?
• What do I know about this already?
• Do we care about this?
• Will we actually do something about this?

Do be careful when asking these questions, as you may 'throw the baby out with the bathwater' if you make incorrect assumptions about such as what authority you have and what you can actually solve.

How it works

Is-Is not analysis works by making you deliberately think about the problem and in particular the boundaries of what it is or is not. It thus helps to create focus in attention and consequently is more likely to lead to the right problem being solved - it is a very common issue that an unclear boundary can lead to wandering off the path and solving unimportant problems.

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Is Is Not Analysis

When to use this problem analysis template.

When using any problem solving tool or method, one early step is to clearly define the problem.

Is / Is Not template for Problem Analysis

Use your Problem Analysis template to thoroughly analyze:

• What the problem is
• What it is not
• Possible Cause Theories for the Differences between what the problem is and is not

Sample Problem Analysis Example

How to use your

Is Is Not template

Find and open your template

Find and open your Is Is Not template

(IsIsNot.xlsx)

in the same way that you find and open your other 150+ Systems2win templates.

Save your working document

following the usual document storage and naming conventions established by your leaders

Open a Blank Sheet

When you're ready to start doing your own real work...

click the button to 'Open a Blank Sheet'

Excel Ribbon > Systems2win tab > Open a Blank Sheet

This blank sheet is where you will do your real work

( not on the Sample sheet — which gives you sample data that is extremely helpful for learning how to use your new tool, but is the wrong place to do your real work)

Rename your new sheet.

Or... Insert Sheet

As an alternative to opening a stand-alone document (as instructed above) , you also have the option to Insert Sheet into any other Excel workbook.

If English is not your preferred language

Switch to your language , just like every Systems2win Excel template.

Now your team is ready to start doing

Enter header data

Brief description of the primary purpose of this document.

The Author is the one person (or team) authorized to make changes to this document.

Revised Date

To change date format: Right-click > Format Cells > Number tab

Header Data

Any data that you want at the top of your document.

Tip: Hide unused rows. Or copy this row for unlimited user-defined header data.

Perform Problem Analysis

Enter your problem analysis data in each of the columns in the sections for What, Where, When, and Who...

Add / remove / edit your own questions that might be relevant to the puzzle you are solving.

Tip: If you want to change a default Question, simply overwrite the VLOOKUP formula with your text.

What, where, when, how big IS the problem?

What, where, when... is the problem manifesting?

Differences

What is different, unique, special, or true when you compare the IS to the IS NOT?

Has anything changed? (in, on, around, or about) When?

You'll get a lot more out of this training if you have your Is Is Not template open in front of you

See the Help and Sample sheets for examples, learning exercises, pop-up help, Excel tips, and other training aids

If more than 1 Difference per Factor - insert rows.

Possible Cause Theories

How might this difference have caused this problem?

These theories are starting points (not replacements) for root cause analysis.

If you have more than one Theory per Difference - insert rows.

Perhaps use this column to summarize 5 Whys Analysis for Possible Cause Theories.

Or perhaps use this column for your Action Plan (if you didn't insert an Action List sheet).

Hide the User Field column if not used.

Or copy it for unlimited user-defined columns.

Additional Documentation of the Problem

Optionally insert photos, sketches, flowcharts, or other visual illustrations to clarify the problem.

Optionally link to related documents.

Problem Summary Statement

Succinctly summarize your Problem Statement.

(from the IS column)

Tip: You can increase the size of the Snap To Grid textbox by resizing or inserting rows.

Problem Analysis template for Is Is Not Analysis

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Is/Is Not Analysis

• is/is not analysis
• fishbone analysis

Asked by Vishwadeep Khatri , March 31, 2023

Is/Is Not analysis is a problem-solving technique used to determine the root cause of a problem or to explore a hypothesis. It requires a comparison of what is present in the system, process, or situation (the "Is" factors) with what is absent (the "Is Not" factors), in order to identify the factors that are responsible for the problem.

An application-oriented question on the topic along with responses can be seen below. The best answer was provided by Amit Simon on 31st Mar 2023.

Applause for all the respondents - Amit Simon, Suresh Kumar Gupta, Vidhya Rathinavelu, Kirpa Shanker Tiwari.

Vishwadeep Khatri

Q   552. Is/Is Not Analysis is a tool used for root cause analysis. How is it different from the other typical tools like 5 Why or Fishbone Diagram? Which situations are most suited for using this tool?

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Amit Simon QX

5 why analysis helps to understand the underlying root cause due to which a problem is occurring, Is/Is not analysis can be used for root cause identification however it can also be used to define a complex problem. The Is/ Is not matrix helps to separate the factors that are not the problem. This helps to narrow down the scope of the problem and focus on the problem area. In a why why analysis each cause is further studied for factors that make the cause occur. Is/Is not analysis on other hand is based on getting to the most relevant factor by theory of elimination. Of course the elimination has to be done based on certain validation.

an example is attached.

Suresh Kumar Gupta

The Is/Is Not Analysis is a tool used for root cause analysis that helps identify the possible causes of a problem by examining what is and what is not true about the problem. This technique can be particularly helpful when the cause of a problem is not immediately obvious.

The Is/Is Not Analysis is different from the other typical tools like 5 Why or Fishbone Diagram in that it focuses on gathering information about the problem by systematically identifying and exploring what is and what is not related to it. The 5 Why technique involves asking a series of "why" questions to uncover the root cause of a problem, while the Fishbone Diagram helps identify potential causes of a problem by categorizing them into various categories.

The Is/Is Not Analysis is most suited for situations where there is uncertainty or ambiguity about the cause of a problem. It can be particularly helpful when a problem is complex and has many potential causes that need to be explored. This technique can be used in any industry or field where problem-solving is required, including healthcare, engineering, manufacturing, and business. Example :-  Let's say a manufacturing company is experiencing a high defect rate in their products. They can create an Is/Is Not Analysis table to gather information about the problem. In the "Is" column, they might list the defects that are occurring, while in the "Is Not" column, they might list the aspects of the manufacturing process that are not related to the defects. By systematically exploring these two categories, they can narrow down the potential causes of the problem.

Vidhya Rathinavelu

The IS - IS not tool is a powerful problem solving tool used for identifying root causes by using a set of questions to identify the gap area. This analysis required detailing out the when, where, who, how and the extent of impact for a problem/concerns.

It is a matrix where the above information are listed down and then against each of the input for the when, where, how, who and the imapct, it is determined if the particular factor "IS" impacting or "IS NOT" impacting. Once this is identified, if there is an "IS" impacting, then the factors that impact the problem/issue are isolated. 

This tool also helps in identifying patterns. For ex: If you are looking at errors and then you are using this IS-IS not analysis against each category of errors, the cause that you may arrive at may result in a pattern. 

Thus, this tool also helps in identifying the significant few. 

kirpa Shanker Tiwari

Is /is not study help the user to avoid untrue cause. Here the user will get a confirmed root cause which help further creating a plan to solve the problem and to avoid in future. It avoid confusion in root cause and help to get exact root cause in simple way.

Other root cause analysis tools present like 5 why, fmea, fishbone  In fishbone analysis: we generally draw a cause and impact diagram which look like bones of fish as branches. This diagram help to identify the cause for particular process /root cause. FMEA is failure mode and effect analysis where risk can be quantity using risk ranking system. 5 why is a tool to ask 5 question about why it happened to deep dive into root cause. 

Is/is not actually two column study one is for is and another "is" for " is not " And to ask what when where how big the problem is. 

Example: if there is a problem from vendor end, then it is not a problem of company . It is an external problem of vendor side. It is not a problem from delhi vendor but mumbai vendor. It is a problem with lock, it is not a problem with key, and it keeps going on.

When there is need to find out exact root cause then this tool can be used

Mayank Gupta

All answers are a must read. Every respondent has highlighted some interesting observation about the Is/Is-Not Analysis. The best answer to this question has been written by Amit Simon - he has provided a relevant example and also highlighted the fact that this tool can also be used to understand a problem.

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7 Powerful Root Cause Analysis Tools and Techniques

By Sebastian Traeger

Updated: April 21, 2024

Reading Time: 5 minutes

1. The Ishikawa Fishbone Diagram (IFD)

2. pareto chart, 4. failure mode and effects analysis (fmea), 5. proact® rca method, 6. affinity diagram, 7. fault tree analysis (fta).

With over two decades in business – spanning strategy consulting, tech startups and executive leadership – I am committed to helping your organization thrive. At Reliability, we’re on a mission to help enhance strategic decision-making and operational excellence through the power of Root Cause Analysis, and I hope this article will be helpful!  Our goal is to help you better understand these root cause analysis techniques by offering insights and practical tips based on years of experience. Whether you’re new to doing RCAs or a seasoned pro, we trust this will be useful in your journey towards working hard and working smart.

Root Cause Analysis (RCA) shines as a pivotal process that helps organizations identify the underlying reasons for problems, failures, and inefficiencies. The goal is simple: find the cause, fix it, and prevent it from happening again. But the process can be complex, and that’s where various RCA techniques come into play. 

Let’s dive into seven widely utilized RCA techniques and explore how they can empower your team’s problem-solving efforts.

Named after Japanese quality control statistician Kaoru Ishikawa, the Fishbone Diagram is a visual tool designed for group discussions. It helps teams track back to the potential root causes of a problem by sorting and relating them in a structured way. The diagram resembles a fishbone, with the problem at the head and the causes branching off the spine like bones. This visualization aids in categorizing potential causes and studying their complex interrelationships.

The Pareto Chart, rooted in the Pareto Principle, is a visual tool that helps teams identify the most significant factors in a set of data. In most situations, 80% of problems can be traced back to about 20% of causes. By arranging bar heights from tallest to shortest, teams can prioritize the most significant factors and focus their improvement efforts where they can have the most impact.

The 5 Whys method is the epitome of simplicity in getting to the bottom of a problem. By repeatedly asking ‘why’ (typically five times), you can delve beneath the surface-level symptoms of a problem to unearth the root cause. This iterative interrogation is most effective when answers are grounded in factual evidence.

When prevention is better than cure, Failure Mode and Effects Analysis (FMEA) steps in. This systematic, proactive method helps teams identify where and how a process might fail. By predicting and examining potential process breakdowns and their impacts, teams can rectify issues before they turn into failures. FMEA is a three-step process that involves identifying potential failures, analyzing their effects, and prioritizing them based on severity, occurrence, and detection ratings.

The PROACT ® RCA technique is a robust process designed to drive significant business results. Notably used to identify and analyze ‘chronic failures,’ which can otherwise be overlooked, this method is defined by its name:

PReserving Evidence and Acquiring Data: Initial evidence collection step based on the 5-P’s – Parts, Position, People, Paper, and Paradigms.

Order Your Analysis Team and Assign Resources: Assembling an unbiased team to analyze a specific failure.

Analyze the Event: Reconstructing the event using a logic tree to identify Physical, Human, and Latent Root Causes.

Communicate Findings and Recommendations: Developing and implementing solutions to prevent root cause recurrence.

Track and Measure Impact for Bottom Line Results: Tracking the success of implemented recommendations and correlating the RCA’s effectiveness with ROI.

PROACT® RCA excels in mitigating risk, optimizing cost, and boosting performance, making it a valuable addition to any RCA toolkit.

The Affinity Diagram is a powerful tool for dealing with large amounts of data. It organizes a broad range of information into groups based on their natural relationships, creating a clear, visual representation of complex situations. It’s particularly beneficial for condensing feedback from brainstorming sessions into manageable categories, fostering a better understanding of the broader picture.

Fault Tree Analysis (FTA) is a top-down, deductive failure analysis that explores the causes of faults or problems. It involves graphically mapping multiple causal chains to track back to possible root causes, using a tree-like diagram. FTA is particularly useful in high-risk industries, such as aerospace and nuclear power, where preventing failure is crucial.

Each RCA technique provides a unique approach for viewing and understanding problems, helping you pinpoint the root cause more effectively. The key is to understand when and how to use each tool, which can significantly enhance your team’s problem-solving capabilities.

Power up your RCA analysis with our EasyRCA and revolutionize your problem-solving process. Start Your Free Trial.

In conclusion, the techniques presented offer a diverse set of tools to help organizations address problems and inefficiencies effectively. From visual representations like the Ishikawa Fishbone Diagram and Pareto Chart to more proactive approaches such as the 5 Whys and Failure Mode and Effects Analysis (FMEA), each technique provides a unique perspective on identifying and mitigating root causes.

The PROACT® RCA Method stands out for its comprehensive process, particularly suited for chronic failures. Additionally, the Affinity Diagram and Fault Tree Analysis (FTA) contribute valuable insights by organizing data and exploring causal chains, respectively. Leveraging these techniques strategically enhances a team’s problem-solving capabilities, enabling them to make informed decisions and drive continuous improvement.

I hope you found these 7 techniques insightful and actionable! Stay tuned for more thought-provoking articles as we continue to share our knowledge. Success is rooted in a thorough understanding and consistent application, and we hope this article was a step in unlocking the full potential of Root Cause Analysis for your organization. Reliability runs initiatives such as an online learning center focused on the proprietary PROACT® RCA methodology and EasyRCA.com software. For additional resources, visit our Reliability Resources .

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The Art of Effective Problem Solving: A Step-by-Step Guide

Author: Daniel Croft

Daniel Croft is an experienced continuous improvement manager with a Lean Six Sigma Black Belt and a Bachelor's degree in Business Management. With more than ten years of experience applying his skills across various industries, Daniel specializes in optimizing processes and improving efficiency. His approach combines practical experience with a deep understanding of business fundamentals to drive meaningful change.

Whether we realise it or not, problem solving skills are an important part of our daily lives. From resolving a minor annoyance at home to tackling complex business challenges at work, our ability to solve problems has a significant impact on our success and happiness. However, not everyone is naturally gifted at problem-solving, and even those who are can always improve their skills. In this blog post, we will go over the art of effective problem-solving step by step.

You will learn how to define a problem, gather information, assess alternatives, and implement a solution, all while honing your critical thinking and creative problem-solving skills. Whether you’re a seasoned problem solver or just getting started, this guide will arm you with the knowledge and tools you need to face any challenge with confidence. So let’s get started!

Problem Solving Methodologies

Individuals and organisations can use a variety of problem-solving methodologies to address complex challenges. 8D and A3 problem solving techniques are two popular methodologies in the Lean Six Sigma framework.

Methodology of 8D (Eight Discipline) Problem Solving:

The 8D problem solving methodology is a systematic, team-based approach to problem solving. It is a method that guides a team through eight distinct steps to solve a problem in a systematic and comprehensive manner.

The 8D process consists of the following steps:

• Form a team: Assemble a group of people who have the necessary expertise to work on the problem.
• Define the issue: Clearly identify and define the problem, including the root cause and the customer impact.
• Create a temporary containment plan: Put in place a plan to lessen the impact of the problem until a permanent solution can be found.
• Identify the root cause: To identify the underlying causes of the problem, use root cause analysis techniques such as Fishbone diagrams and Pareto charts.
• Create and test long-term corrective actions: Create and test a long-term solution to eliminate the root cause of the problem.
• Implement and validate the permanent solution: Implement and validate the permanent solution’s effectiveness.
• Prevent recurrence: Put in place measures to keep the problem from recurring.
• Recognize and reward the team: Recognize and reward the team for its efforts.

Download the 8D Problem Solving Template

A3 Problem Solving Method:

The A3 problem solving technique is a visual, team-based problem-solving approach that is frequently used in Lean Six Sigma projects. The A3 report is a one-page document that clearly and concisely outlines the problem, root cause analysis, and proposed solution.

The A3 problem-solving procedure consists of the following steps:

• Determine the issue: Define the issue clearly, including its impact on the customer.
• Perform root cause analysis: Identify the underlying causes of the problem using root cause analysis techniques.
• Create and implement a solution: Create and implement a solution that addresses the problem’s root cause.
• Monitor and improve the solution: Keep an eye on the solution’s effectiveness and make any necessary changes.

Subsequently, in the Lean Six Sigma framework, the 8D and A3 problem solving methodologies are two popular approaches to problem solving. Both methodologies provide a structured, team-based problem-solving approach that guides individuals through a comprehensive and systematic process of identifying, analysing, and resolving problems in an effective and efficient manner.

Step 1 – Define the Problem

The definition of the problem is the first step in effective problem solving. This may appear to be a simple task, but it is actually quite difficult. This is because problems are frequently complex and multi-layered, making it easy to confuse symptoms with the underlying cause. To avoid this pitfall, it is critical to thoroughly understand the problem.

To begin, ask yourself some clarifying questions:

• What exactly is the issue?
• What are the problem’s symptoms or consequences?
• Who or what is impacted by the issue?
• When and where does the issue arise?

Answering these questions will assist you in determining the scope of the problem. However, simply describing the problem is not always sufficient; you must also identify the root cause. The root cause is the underlying cause of the problem and is usually the key to resolving it permanently.

Try asking “why” questions to find the root cause:

• What causes the problem?
• Why does it continue?
• Why does it have the effects that it does?

By repeatedly asking “ why ,” you’ll eventually get to the bottom of the problem. This is an important step in the problem-solving process because it ensures that you’re dealing with the root cause rather than just the symptoms.

Once you have a firm grasp on the issue, it is time to divide it into smaller, more manageable chunks. This makes tackling the problem easier and reduces the risk of becoming overwhelmed. For example, if you’re attempting to solve a complex business problem, you might divide it into smaller components like market research, product development, and sales strategies.

To summarise step 1, defining the problem is an important first step in effective problem-solving. You will be able to identify the root cause and break it down into manageable parts if you take the time to thoroughly understand the problem. This will prepare you for the next step in the problem-solving process, which is gathering information and brainstorming ideas.

Step 2 – Gather Information and Brainstorm Ideas

Gathering information and brainstorming ideas is the next step in effective problem solving. This entails researching the problem and relevant information, collaborating with others, and coming up with a variety of potential solutions. This increases your chances of finding the best solution to the problem.

Begin by researching the problem and relevant information. This could include reading articles, conducting surveys, or consulting with experts. The goal is to collect as much information as possible in order to better understand the problem and possible solutions.

Next, work with others to gather a variety of perspectives. Brainstorming with others can be an excellent way to come up with new and creative ideas. Encourage everyone to share their thoughts and ideas when working in a group, and make an effort to actively listen to what others have to say. Be open to new and unconventional ideas and resist the urge to dismiss them too quickly.

Finally, use brainstorming to generate a wide range of potential solutions. This is the place where you can let your imagination run wild. At this stage, don’t worry about the feasibility or practicality of the solutions; instead, focus on generating as many ideas as possible. Write down everything that comes to mind, no matter how ridiculous or unusual it may appear. This can be done individually or in groups.

Once you’ve compiled a list of potential solutions, it’s time to assess them and select the best one. This is the next step in the problem-solving process, which we’ll go over in greater detail in the following section.

Step 3 – Evaluate Options and Choose the Best Solution

Once you’ve compiled a list of potential solutions, it’s time to assess them and select the best one. This is the third step in effective problem solving, and it entails weighing the advantages and disadvantages of each solution, considering their feasibility and practicability, and selecting the solution that is most likely to solve the problem effectively.

To begin, weigh the advantages and disadvantages of each solution. This will assist you in determining the potential outcomes of each solution and deciding which is the best option. For example, a quick and easy solution may not be the most effective in the long run, whereas a more complex and time-consuming solution may be more effective in solving the problem in the long run.

Consider each solution’s feasibility and practicability. Consider the following:

• Can the solution be implemented within the available resources, time, and budget?
• What are the possible barriers to implementing the solution?
• Is the solution feasible in today’s political, economic, and social environment?

You’ll be able to tell which solutions are likely to succeed and which aren’t by assessing their feasibility and practicability.

Finally, choose the solution that is most likely to effectively solve the problem. This solution should be based on the criteria you’ve established, such as the advantages and disadvantages of each solution, their feasibility and practicability, and your overall goals.

It is critical to remember that there is no one-size-fits-all solution to problems. What is effective for one person or situation may not be effective for another. This is why it is critical to consider a wide range of solutions and evaluate each one based on its ability to effectively solve the problem.

Step 4 – Implement and Monitor the Solution

When you’ve decided on the best solution, it’s time to put it into action. The fourth and final step in effective problem solving is to put the solution into action, monitor its progress, and make any necessary adjustments.

To begin, implement the solution. This may entail delegating tasks, developing a strategy, and allocating resources. Ascertain that everyone involved understands their role and responsibilities in the solution’s implementation.

Next, keep an eye on the solution’s progress. This may entail scheduling regular check-ins, tracking metrics, and soliciting feedback from others. You will be able to identify any potential roadblocks and make any necessary adjustments in a timely manner if you monitor the progress of the solution.

Finally, make any necessary modifications to the solution. This could entail changing the solution, altering the plan of action, or delegating different tasks. Be willing to make changes if they will improve the solution or help it solve the problem more effectively.

It’s important to remember that problem solving is an iterative process, and there may be times when you need to start from scratch. This is especially true if the initial solution does not effectively solve the problem. In these situations, it’s critical to be adaptable and flexible and to keep trying new solutions until you find the one that works best.

To summarise, effective problem solving is a critical skill that can assist individuals and organisations in overcoming challenges and achieving their objectives. Effective problem solving consists of four key steps: defining the problem, generating potential solutions, evaluating alternatives and selecting the best solution, and implementing the solution.

You can increase your chances of success in problem solving by following these steps and considering factors such as the pros and cons of each solution, their feasibility and practicability, and making any necessary adjustments. Furthermore, keep in mind that problem solving is an iterative process, and there may be times when you need to go back to the beginning and restart. Maintain your adaptability and try new solutions until you find the one that works best for you.

• Novick, L.R. and Bassok, M., 2005.  Problem Solving . Cambridge University Press.

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Daniel Croft

Hi im Daniel continuous improvement manager with a Black Belt in Lean Six Sigma and over 10 years of real-world experience across a range sectors, I have a passion for optimizing processes and creating a culture of efficiency. I wanted to create Learn Lean Siigma to be a platform dedicated to Lean Six Sigma and process improvement insights and provide all the guides, tools, techniques and templates I looked for in one place as someone new to the world of Lean Six Sigma and Continuous improvement.

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Transforming Is/Is-Not Analysis into Multi-Benefit Tool

Published: February 26, 2010 by David Wetzel

With a structure to identify geography, service or product, process and the main project metric, the “is/is-not analysis” can be one of the most useful tools to sharpen the definition and scope of a Six Sigma project (see Table 1). It also has benefits for other DMAIC (Define, Measure, Analyze, Improve, Control) phases .

Specifically, the is/is-not analysis:

• Creates a geographically searchable project problem statement
• Describes what the project will and will not address
• Identifies internal and external benchmarking opportunities
• Identifies potential control groups for “better” research methods
• Identifies project replication opportunities
• Identifies balanced metrics
• Protects against scope creep
• Differentiates between core and extended team
• Maintains team focus throughout all phases of DMAIC
• Provides direction from/to external stakeholders

The column headed Is Not Uses reminds the project team of the benefits and uses of this analysis.

The is/is-not analysis should be completed during or immediately after project selection. This analysis validates the project and creates a specific project problem statement . Think of the analysis as a view from space that quickly zooms directly down to the continent, country, city, street and finally to the individual person walking the street. The parallel is to zoom from the company, division, plant, product, process and metric to ensure that the project is scoped correctly and is searchable.

To begin, identify the company in the first row of the Is column. Then list the company’s competitors in the corresponding Is Not column. As shown in the Is Not Uses column, these competitors represent potential external benchmarking opportunities. In the Is column of the second row, if appropriate, list the division or country. Place other divisions or countries in the Is Not portion. These represent potential internal benchmarking opportunities for analysis and potential replication opportunities. Continue zooming in geographically until the specific plant, city or department that the project applies to is reached. Do not allow team members to default to “others” as an answer to the Is Not side of the analysis. They will regret this lack of rigor in the Analyze phase.

The tables below illustrate a service or transactional example and a production or manufacturing example.

Service or Product

In the first row of the service or product section, enter the service category or product family. In the subsequent rows narrow the focus until a specific service or product is identified. This activity represents a significant opportunity to reduce scope. However, often there is reluctance to do this because of prior direction (large scope) or a directive to achieve a certain amount of dollar savings.

There are several ways to address these issues. If the project has been mandated with a large scope, then a conversation with the sponsor and other stakeholders may be in order to explain how replication or multi-generational projects can help achieve the mandatory dollar savings. Another approach is to present the need to conduct good research using control groups to more appropriately identify or validate project improvements which offer dollar savings. If the project team is tackling its first project then the case for not overwhelming the team must be made. The team is learning a new methodology (DMAIC), new tools (and methods) and new team dynamics.

Often, these explanations for reduced scope are sufficient to ease concerns and simultaneously to exceed dollar goals. It helps that most teams consistently undervalue the potential savings of their projects by two or three times the final achieved savings (i.e., additional benefits discovered, quick improvements, unexpected replication opportunities).

This section includes as many rows as needed to drill down from the high-level process to the appropriate sub-process to be improved. At the very least, this section should identify the first and last steps of that sub-process. To clearly differentiate what is not within the project’s scope, the Is Not portion should identify the steps that immediately precede and follow the steps to be addressed. This naturally creates a boundary from which core and extended team members can be identified. Prior processes can be thought of as suppliers of raw materials, data and information, human resources and finances. The after process steps indicate potential extended team members for both internal and external customers.

This section should only include the main project metric. A baseline and goal should be included. Often, a challenge at this point is to identify the amount of variation present and the goal for reducing it. The Is Not side includes potentially balanced metrics that are invaluable during the Control phase and should be further defined and documented in the Measure phase with a rigorous data management plan.

Better Project Problem Statement, Increased Success

A searchable problem statement is revealed by looking at the Is side of the finished analysis from the bottom-up. Start at the bottom of the Is side and work up through metric, process, product and geography. For the production or manufacturing example, the result is:

“Increase rolled throughput yield from 70 to 90 percent for the oven-to-inspection process steps of Line 4 for the 80-pound carriage gears manufactured in the heat treat department at the Newark, Ohio, plant of the Auto Division of TELZO Company.”

Training and facilitating this method in class with teams and/or project leaders requires only a short explanation, usually provided while they are filling in the form on flip chart paper with big markers so all can see and share. Alternatively, this analysis can be completed as part of the project selection process to gain clarity around a potential project. The is/is-not analysis is a wonderful way to narrow the scope of projects, increase chances for success, accelerate projects and realize benefits sooner.

About the Author

David Wetzel

Stephen’s Newsletter

Six Sigma 44: Is / Is Not Comparative Analysis

What’s Is / Is not analyis?

A comparative tool intended to improve the precision of the problem and refine the analysis to pinpoint the area  where the defect or issue emerged.

The problem’s root cause is often too easy to be detected. It means that the basic product’s or system’s requirements are not followed. The problem solving teams is looking for the complicated reasons of the problem’s appearance. Practical experience though often shows that the problem’s root cause is often very easy. 

This analysis is used when a problem is being defined to decide what is in scope and what is not going to be considered at this time. It can be used when you are part of the way through a problem and you are not sure what you are trying to do and what is not so important. You can also use it when planning a solution, to help decide what to include and what to exclude.

Is there an example template to perform Is / Is not Analysis?

Is there a step by step guide as to how to perform Is / Is not Analysis?

Thanks to the good folks at 6ixsigmaorg - they have producted a youtube video walking through a example here . I highly recommend exploring all of their videos.

Ready for more?

The 5 Steps in Problem Analysis

One technique that is extremely useful to gain a better understanding of the problems before determining a solution is problem analysis .

Problem analysis is the process of understanding real-world problems and user’s needs and proposing solutions to meet those needs. The goal of problem analysis is to gain a better understanding of the problem being solved before developing a solution.

There are five useful steps that can be taken to gain a better understanding of the problem before developing a solution.

• Gain agreement on the problem definition
• Understand the root-causes – the problem behind the problem
• Identify the stakeholders and the users
• Define the solution boundary
• Identify the constraints to be imposed on the solution

Table of Contents

Gain agreement on the problem definition.

The first step is to gain agreement on the definition of the problem to be solved. One of the simplest ways to gain agreement is to simply write the problem down and see whether everyone agrees.

Business Problem Statement Template

A helpful and standardised format to write the problem definition is as follows:

• The problem of – Describe the problem
• Affects – Identify stakeholders affected by the problem
• The results of which – Describe the impact of this problem on stakeholders and business activity
• Benefits of – Indicate the proposed solution and list a few key benefits

Example Business Problem Statement

There are many problems statement examples that can be found in different business domains and during the discovery when the business analyst is conducting analysis. An example business problem statement is as follows:

The problem of  having to manually maintain an accurate single source of truth for finance product data across the business, affects the finance department. The results of which has the impact of not having to have duplicate data, having to do workarounds and difficulty of maintaining finance product data across the business and key channels. A successful solution would  have the benefit of providing a single source of truth for finance product data that can be used across the business and channels and provide an audit trail of changes, stewardship and maintain data standards and best practices.

Understand the Root Causes Problem Behind the Problem

You can use a variety of techniques to gain an understanding of the real problem and its real causes. One such popular technique is root cause analysis, which is a systematic way of uncovering the root or underlying cause of an identified problem or a symptom of a problem.

Root cause analysis helps prevents the development of solutions that are focussed on symptoms alone .

To help identify the root cause, or the problem behind the problem, ask the people directly involved.

The primary goal of the technique is to determine the root cause of a defect or problem by repeating the question “Why?” . Each answer forms the basis of the next question. The “five” in the name derives from an anecdotal observation on the number of iterations needed to resolve the problem .

Identify the Stakeholders and the Users

Effectively solving any complex problem typically involves satisfying the needs of a diverse group of stakeholders. Stakeholders typically have varying perspectives on the problem and various needs that must be addressed by the solution. So, involving stakeholders will help you to determine the root causes to problems.

Define the Solution Boundary

Once the problem statement is agreed to and the users and stakeholders are identified, we can turn our attention of defining a solution that can be deployed to address the problem.

Identify the Constraints  Imposed on Solution

We must consider the constraints that will be imposed on the solution. Each constraint has the potential to severely restrict our ability to deliver a solution as we envision it.

Some example solution constraints and considerations could be:-

• Economic – what financial or budgetary constraints are applicable?
• Environmental – are there environmental or regulatory constraints?
• Technical  – are we restricted in our choice of technologies?
• Political – are there internal or external political issues that affect potential solutions?

Conclusion – Problem Analysis

Try the five useful steps for problem solving when your next trying to gain a better understanding of the problem domain on your business analysis project or need to do problem analysis in software engineering.

The problem statement format can be used in businesses and across industries. 

Jerry Nicholas

Jerry continues to maintain the site to help aspiring and junior business analysts and taps into the network of experienced professionals to accelerate the professional development of all business analysts. He is a Principal Business Analyst who has over twenty years experience gained in a range of client sizes and sectors including investment banking, retail banking, retail, telecoms and public sector. Jerry has mentored and coached business analyst throughout his career. He is a member of British Computer Society (MBCS), International Institute of Business Analysis (IIBA), Business Agility Institute, Project Management Institute (PMI), Disciplined Agile Consortium and Business Architecture Guild. He has contributed and is acknowledged in the book: Choose Your WoW - A Disciplined Agile Delivery Handbook for Optimising Your Way of Working (WoW).

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5 Common Root Cause Analysis Tools for More Effective Problem-Solving

Next to accurately defining a problem, root cause analysis (RCA) is one of the most important elements of problem-solving in quality management. Effective RCA ensures that the actual cause of a problem is identified and addressed, preventing recurrence.

This is where methodologies like Six Sigma, with its DMAIC (Define, Measure, Analyze, Improve, Control) framework, come into play. Six Sigma provides a structured approach that complements RCA tools. It ensures a thorough analysis and sustainable improvement in quality processes.

As you can see, defining the problem is the first step. It’s crucial to identify the right tool for determining the real cause of a problem and prioritizing its solution.

Should you use fault tree analysis, which uses boolean logic, or FMEA, which combines qualitative and quantitative methods? Which is the best root cause analysis tool type for you?

Manufacturers have a range of methods, tools and techniques at their fingertips, each of which is appropriate for different situations. Below, we discuss five common root cause analysis tools:

• Pareto Chart
• Fishbone Diagram
• Scatter Diagram
• Failure Mode and Effects Analysis (FMEA)

Download our free Root Cause Analysis 101 Guidebook

Read 14 quality metrics every executive should know

1. Pareto Chart

A Pareto chart is a histogram or bar chart combined with a line graph that groups the frequency or cost of different problems to show their relative significance. The bars show frequency in descending order, while the line shows cumulative percentage or total as you move from left to right.

The example above is a report from layered process audit software that groups together the top seven categories of failed audit questions for a given facility. Layered process audits (LPAs) allow you to check high-risk processes daily to verify conformance to standards. LPAs identify process variations that cause defects, making Pareto charts a powerful reporting tool for analyzing LPA findings.

These charts are one of the seven basic tools of quality described by quality pioneer Joseph Juran and are based on Pareto’s law, also called the 80/20 rule. This rule says that 20% of inputs drive 80% of results.

Learn how to create Pareto charts in this post or download the Pareto Chart Tip Sheet and Sample Excel File

The 5 Whys is a method that uses a series of questions to drill down into successive layers of a problem. The basic idea is that each time you ask why, the answer becomes the basis of the next why. It’s a simple tool useful for problems where you don’t need advanced statistics, so you don’t necessarily want to use it for complex problems.

One application of this technique is to more deeply analyze the results of a Pareto analysis. Here’s an example of how to use the 5 Whys:

Problem: Final assembly time exceeds the target

• Why is downtime in the final assembly higher than our goal? According to the Pareto chart, the biggest factor is operators needing to constantly adjust Machine A
• Why do operators need to constantly adjust Machine A? Because it keeps having alignment problems
• Why does Machine A keep having alignment problems? Because the seals are worn
• Why are Machine A’s seals worn? Because they aren’t being replaced as part of our preventive maintenance program
• Why aren’t they being replaced as part of our preventive maintenance program? Because seal replacement wasn’t captured in the needs assessment

Of course, it may take asking why more than five times to solve the issue—the point is to peel away surface-level issues to find the root cause of the problem.

Learn more about the 5 Whys method in this blog post or download our free 5 Whys worksheet .

3. Ishikawa Fishbone Diagram

One way to analyze a problem is to draw it out. Being able to see the information organized visually can make it easier to determine the cause and effect of the problem.

A fishbone diagram sorts possible causes into categories that branch off from the original problem. Also called a cause-and-effect or Ishikawa diagram, this tool may have multiple sub-causes branching off each identified category.

The main problem or effect is placed at the “head” of the fish, and the various causes are drawn as “bones” branching off from the main line. These branches are typically grouped into major categories such as People, Methods, Machines, Materials, Measurements, and Environment, though these categories can be customized depending on the specific context.

Each major category can have smaller branches that delve deeper into more specific sub-causes, helping to organize and prioritize potential causes of the problem systematically.

Learn more about how to use a fishbone diagram in this blog post and download our free set of fishbone diagram templates

4. Scatter Plot Diagram

A scatter plot or scatter diagram uses pairs of data points to help uncover relationships between variables. A scatter plot is a quantitative method for determining whether two variables are correlated, such as testing potential causes identified in your fishbone diagram.

Making a scatter diagram is as simple as plotting your independent variable (or suspected cause) on the x-axis, and your dependent variable (the effect) on the y-axis. If the pattern shows a clear line or curve, you know the variables are correlated and you can proceed to regression or correlation analysis.

Download a free tip sheet to start creating your own scatter diagrams today!

5. Failure Mode and Effects Analysis (FMEA)

Failure mode and effects analysis (FMEA) is a method used during product or process design to explore potential defects or failures. An FMEA chart outlines:

• Potential failures, consequences and causes
• Current controls to prevent each type of failure
• Severity (S), occurrence (O) and detection (D) ratings that allow you to calculate a risk priority number (RPN) for determining further action

When applied to process analysis, this method is called process failure mode and effects analysis (PFMEA). Many manufacturers use PFMEA findings to inform questions for process audits , using this problem-solving tool to reduce risk at the source.

No matter which tool you use, root cause analysis is just the beginning of the problem-solving process. Once you know the cause, the next step is implementing a solution and conducting regular checks to ensure you’re holding the gain and achieving sustainable continuous improvement.

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