The evolution of the concept of quality applied to industry, and now to services, clearly shows that it has passed from one stage, where quality was fully applied to the control performed at the end of the production lines, to another where we apply quality. total to everything within the organization. Therefore, there is already talk of quality of life at work, quality of life in services and environmental quality.
Let us remember that the concept of quality today is applied in the industrial field, as the achievement of doing things right the first time. And quality control is applied to operations from design. Until the final product is obtained and there is even talk of quality in customer service.
The path that leads us towards Total Quality creates a new culture, establishes and maintains leadership, develops staff and makes them work as a team, in addition to focusing total quality efforts towards the client and planning each of the steps to achieve excellence in its operations.
Doing this requires overcoming obstacles that will arise along the way. These obstacles translated into problems must be resolved as they arise, thereby avoiding process variations. For this it is necessary to be based on facts and not be guided only by common sense, experience or audacity. Based on these three elements can cause that when obtaining a result contrary to the expected one, nobody wants to assume responsibilities.
Hence the importance of relying on real and objective facts, in addition to the need to apply suitable and easily understood problem solving tools.
The qualitative and non-quantitative tools and techniques are as follows:
- Data Collection. Rain / Brainstorming. Pareto Diagram. Ishikawa Diagram. Flow Diagram. Relationship Matrix. Behavioral Diagram. Gantt Diagram. Interviews. Checkable Lists. Presentation of Results.
The experience of specialists in the application of these tools indicates that well used and applied, with the firm idea of standardizing problem solving, teams may be able to solve up to 95% of problems.
1. Data collection
1.1. Concept
It is a collection of data to gather and classify the information according to certain categories of an event or problem that you want to study. It is important to emphasize that this instrument is used both for the identification and analysis of problems and causes.
1.2. Use
It makes data collection and processing easy so that they can be easily used and automatically analyzed. Once the phenomenon to be studied has been established and the categories that characterize it have been identified, the data is recorded on a sheet indicating its main observable characteristics.
Once the reasons for collecting the data have been established, it is important to discuss the following issues:
- The information is quantitative or qualitative. How the data will be collected and in what type of documents it will be made. How the collected information will be used. How it will be analyzed. Who will be in charge of collecting the data. How often it will be analyzed. going to effect.
1.3. Other names
- Data collection sheet Record sheet Verification
1.4. Process
- Identify the monitoring element Define the scope of the data to be collected Set the periodicity of the data to be collected Design the format of the data collection sheet, according to the amount of information to choose, leaving space to totalize the data, that allows knowing: the start and end dates, the probable interruptions, the people who collect the information, the source, etc.
2. Brainstorm
2.1. Concept
Technique that consists in giving opportunity to all the members of a gathered group to express an opinion or suggest a certain matter under study, be it a problem, an improvement plan or something else, and thus take advantage of the creative capacity of the participants.
2.2. Use
There can be two situations when solving a problem:
- That the solution is so evident that we only have to take the necessary steps to implement it, and that we have no idea what the causes may be, nor the solutions.
This is where the brainstorming session comes in handy. When it is required to preselect the best ideas.
2.3. Other names
- Brainstorming
2.4. Process
- Appoint a moderator for the exercise. Each team member has the right to emit a single idea for each turn of ideas. Do not repeat ideas. Do not criticize ideas. Exercise ends when there are no new ideas. the reception of the ideas, they are grouped and preselected according to the criteria that the team predefines.
3. Pareto diagram
3.1. Concept
Graph whose vertical bars are ordered from most to least important, these bars represent specific data corresponding to a specific problem, the highest bar is on the left side and the smallest, as it decreases in size, is to the right.
3.2. Use
It helps to direct more attention and effort to really important problems, or else it determines the main causes that contribute to a certain problem and thus make difficult things easy. This principle is applicable in any field, in the investigation and elimination of causes of a problem, organization of time, tasks, visualization of before and after a problem is solved, or in all cases in which the final effect is the result of the contribution of various causes or factors.
3.3. Process
- Decide what problems to investigate and how to collect the data. Design a table of data counts (totals). Prepare a table of data.
| Claim Type | Number | Accumulated Number | % | % Accumulated |
| B | 8 | 8 | 28.57 | 28.57 |
| C | 7 | fifteen | 25.00 | 53.57 |
| D | 6 | twenty-one | 21.43 | 75.00 |
| TO | 4 | 25 | 14.29 | 89.29 |
| AND | 3 | 28 | 10.71 | 100.00 |
- Item List Individual Totals Cumulative Totals Percent Composition Cumulative Percentages
- Organize items from largest to smallest Draw two vertical axes and one horizontal axis
Diagram Cause - Effect
- Construct a bar chart. Draw the cumulative curve (Pareto curve). Write any necessary information.
4. Ishikawa diagram
4.1. Concept
Cause and effect analysis technique for solving problems, relates an effect to the possible causes that cause it.
4.2. Use
It is used for when you need to find the root causes of a problem. It greatly simplifies the analysis and improves the solution of each problem, helps to visualize them better and make them more understandable, since it groups the problem, or situation to be analyzed and the causes and sub-causes that contribute to this problem or situation.
4.3. Other names
- Fishbone Diagram Cause Effect Diagram
4.4. Process
- Agree on the definition of the effect or problem Trace an arrow and write the “defect” on the right side Identify the main causes through secondary arrows that end in the main arrow Identify the secondary causes through arrows that end in the secondary arrows, thus such as tertiary causes that affect secondary
Fishbone diagram
- Assign the importance of each factor Define the main sets of probable causes: materials, equipment, work methods, labor, environment (4 M`s) Mark the important factors that have a significant impact on the problem Record any information that may be of utility
5. Relationship matrix
5.1. Concept
Row and column chart that allows prioritizing solution alternatives, based on the weighting of criteria that affect those alternatives.
5.2. Use
- When more objective decisions are required. When decisions are required based on multiple criteria.
5.3. Other names
- Prioritization matrix Selection matrix
5.4. Process
- Define the alternatives that will be hierarchical Define the evaluation criteria Define the weight of each of the criteria Build the matrix
Relationship matrix
- Define the scale of each criterion Evaluate each alternative with each criterion (using the scale defined above) Multiply the value obtained on the left side of the boxes by the weight of each criterion and write it down to the right of each box Add all the boxes on the right side and write the result in the Total box Order the alternatives from highest to lowest
6. Behavior diagram
6.1. Concept
Tool that allows you to graph the points of the behavior of a variable, according to how they are obtained.
6.2. Use
- To visually represent the behavior of a variable Evaluate the change of a process in a period
6.3. Names
- Trend Diagram
6.4. Process
- Decide which problem is to be monitored and how the data is to be collected. Maintain the order of the data, as it was collected. Draw a vertical and a horizontal axis (X-axis Time - Y-axis Measurement) Mark the points. A marked dot indicates either the measurement or quantity observed in a given time Join the dotted lines
Behavior diagram
- Write any necessary information on the diagram
7. Gantt chart
7.1. Concept
Graph that establishes the order and the period in which the actions that constitute a project must be executed.
7.2. Use
- It allows to monitor the fulfillment of a project in time. It allows to determine the progress at a given moment.
7.3. Other names
- Schedule of activities
7.4. Process
- Identify and list all the actions that must be carried out to fulfill a project Determine the sequence of execution of the actions Define those responsible for executing each action Choose the appropriate unit of time to draw the diagram Estimate the time required to execute each action Transfer the information prior to the corresponding locations on the diagram
Gantt diagram
8. Interviews
8.1. Concept
Technique that allows gathering information directly with the person involved in the process.
8.2. Use
Obtain information from clients or suppliers of a process.
8.3. Process
- Plan the interview. Determine what information needs to be collected. Prepare an interview guide (introduction, questions related to the topic). Prepare a pilot test Select the people who know the most about the subject Schedule the interview Plan the time necessary to conduct the interview. Locate an appropriate place to conduct the interview without interruptions. Invite the interviewee, inform her of the objective, date and place where the interview will be conducted. Conduct the interview (be punctual, cordial and develop.
9. Checkable Lists
9.1. Concept
Method, list or information sheet to ensure that nothing is forgotten or omitted, in which the information provided is easy to analyze and verify. We can find them with simple differences and of three types:
- Guides for the sequential performance of operations, observations or verifications. Tables or formats to facilitate the collection of data. Drawings or diagrams to indicate the location of points of interest.
9.2. Use
- It shows a systematic sequence of doing things. It facilitates data collection. It relates steps or elements that constitute the whole of a project or preparation. It provides a means of monitoring and controlling the progress of a project.
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Bibliography
- Mexican Institute of Quality Control, IMECCA, Training of facilitators for group work, Module III, Mexico, March, 1998. Horovitz, Jacques, The Quality of Service. McGraw Hill Editorial, 1991, Madrid, Spain, 1991. Robbins, Stephen P., Organizational Behavior, Theory and Practice. Seventh edition. Editorial Prentice Hall, México 1996. Thompson, Phillip C.. Círculos de Calidad. How to make them work. Norma Editorial Group. First edition. Colombia 1994. Flores, Benito, Ing., Article: Quality in service companies. Reports XXV National Congress of Quality Control. Guadalajara, Jalisco, Mexico. October 1 - 4 of 1997.
Paredes y Asociados Cía. Ltda. Seminar Workshop Process Administration. Panama May 1999.
To complement what has already been explained about these basic problem-solving tools, we leave you with a series of videos that provide more information about: data collection, brainstorming, Pareto diagram, Ishikawa diagram, relationship matrix, trend diagram and Gantt diagram.
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