Cause And Effect Tools

2001 ConceptFlow

Objectives
By the end of this module the participant should be able to: Apply Cause and Effect tools to projects Create and interpret a C&E matrix Identify process steps or process inputs that critically impact the client requirements Pareto Discuss linkage to other tools (Process Map, FMEA)

2001 ConceptFlow

Why Use Cause And Effect Tools?

Help identify, explore and graphically display, all the possible causes related to a problem or condition to discover its root causes Focus on causes, not symptoms Focus team on content of problem Create snapshot of teams collective knowledge Create consensus of problem root causes Build support for resulting solutions

2001 ConceptFlow

What Are C&E Tools?

C&E Diagram helps visualize relationships between several inputs and a given output The C&E Matrix helps identify and prioritize relationships between several inputs and outputs

30 - 50 Inputs
10 - 15 Xs

8 - 10 KPIVs

4-8 Key KPIVs 3-6 Key KPIVs

2001 ConceptFlow

Cause And Effect Matrix

2001 ConceptFlow

Top Level C&E Matrix

Top-level C&E for complex process/system Relates the process outputs or steps to the client requirements Outputs are rated relative to client importance Outputs are rank ordered (Pareto) Tool to focus improvement efforts Process maps with finer granularity to identify inputs

Process Maps are essential

2001 ConceptFlow 6

Mid-Level C&E Matrix

Mid-level C&E for less complex process/system Relates the process inputs to the process outputs Inputs are rated relative to importance of the big Ys Inputs are rank ordered (Pareto) Tool to prioritize improvement efforts The next tool, the FMEA, will be used to prioritize risks Measurement and capability studies will be performed on the potential key inputs

2001 ConceptFlow

Cause And Effect Matrix Steps

1. 2. 3. 4. 5. 6. 7. Identify client requirements (outputs) Assign priority to each output using a ranking scale List all inputs Correlate inputs to outputs using a ranking scale Cross-multiply correlation values with output priorities Add across rows for each process step or input Sort inputs by highest total

2001 ConceptFlow

C&E Matrix Format

Template: C&E Matrix Final.xls

Cause and Effect Matrix

Rating of Importance to Client

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

Process Outputs Process Inputs

1 2 3 4 5 6 7

5
Total

2001 ConceptFlow

Projector Example
How would these inputs be prioritized for data collection and subsequent analysis using a C&E Matrix? Inputs
Power On
Bulb life Instructor Training Computer Interface Projector

Process Map

Outputs
Projector has bright light Projector is quiet Correct colors

2001 ConceptFlow

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Example: Identify Client Requirements

Cause and Effect Matrix
Rating of Importance to Client
1 Bright Light 2 3 Correct Color 4 5 6 7 8 9 10 11 12 13 14 15

Process Outputs Process Inputs

1 2 3 4 5 6 7

Quiet

Total

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Example: Assign Priority To Each Output

Cause and Effect Matrix
Rating of Importance to Client 8
1 Bright Light

7
2

8
3 Correct Color 4 5 6 7 8 9 10 11 12 13 14 15

Process Outputs Process Inputs

1 2 3 4 5 6 7

Quiet

Total

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Example: List All Inputs

Cause and Effect Matrix
Rating of Importance to Client 8
1 Bright Light

7
2

8
3 Correct Color 4 5 6 7 8 9 10 11 12 13 14 15

Process Outputs Process Inputs

1 2 3 4 5 6 7

Quiet

Total

Power on Bulb Life Instructor Computer

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13

Scoring Scales
You are ready to correlate client requirements to the process input variables Assignment of the scoring takes the most time To avoid this, spell out the criteria for each score (examples): 0 = No correlation 1 = The process requirement only remotely effects the client requirement 4 = This input variable has a moderate effect on the client requirement 9 = This input variable has a direct and strong effect on the client requirement

2001 ConceptFlow

Example: Correlate Inputs To Outputs

Cause and Effect Matrix
Rating of Importance to Client 8
1 Bright Light

7
2

8
3 Color Correct 4 5 6 7 8 9 10 11 12 13 14 15

Process Outputs Process Inputs

1 2 3 4 5 6 7

Quiet

Total

Power on Bulb Life Instructor Computer

4 6 1 4

1 1 0 0

1 1 0 9

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Example: Cross-Multiply And Add Across Columns

Cause and Effect Matrix
Rating of Importance to Client 8
1 Bright Light

7
2

8
3 Color Correct 4 5 6 7 8 9 10 11 12 13 14 15

Process Outputs Process Inputs

1 2 3 4 5 6 7

Quiet

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

Total
47 63 8 104

Power on Bulb Life Instructor Computer

4 6 1 4

1 1 0 0

1 1 0 9

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Sort Inputs By Highest Total

Cause and Effect Matrix
Rating of Importance to Client 8
1 Bright Light

7
2

8
3 Color Correct 4 5 6 7 8 9 10 11 12 13 14 15

Process Outputs Process Inputs

1 2 3 4 5 6 7

Quiet

Total
104 63 47 8

Computer Bulb Life Power On Instructor

4 6 4 1

0 1 1 0

9 1 1 0

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Prioritization Of Inputs For Analysis

Prioritization of Inputs
100 200 80 60 100 40 20 0 0
r ute mp o C L lb Bu i fe r we Po On he Ot rs

Defect
Count Percent Cum %

104 46.8 46.8

63 28.4 75.2

47 21.2 96.4

8 3.6 100.0

Computer Interface is the most important input variable

2001 ConceptFlow 18

Percent

Count

Narrowing Scope To Improving One CTQ

Cause and Effect Matrix
Rating of Importance to Client 8
1 Bright Light

7
2

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

Process Inputs
1 2 3 4 5 6 7

Color Correct

Process Outputs

Quiet

Total
104

Computer Bulb Life Power On Instructor

4 6 4 1

0 1 1 0

9 1 1 0

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

63 47 8

120 14 160

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Relationship To Other Tools

Inputs
Power On
Bulb life Instructor Training Computer Interface

Process Map

Outputs
Projector has bright light

Projector

Projector is quiet Colors correct

Cause and Effect Matrix

Cause & Effect Diagram for Bright Light
Measurement Materials
Light Meter

People
Power On

Rating of Importance to Client

8 1

7 2

8 3 Color Correct 4 5 6 7 8 9 10 11 12 13 14 15

Instructor

Bright Light

Process Outputs

Low Bulb Brightness

Room Brightness Instructions Computer Settings Bulb

Quiet

Process Inputs

Total

1 2 3 4 5 6 7

Computer Bulb Life Power On Instructor

4 6 4 1

0 1 1 0

9 1 1 0

104 63 47 8

Environment

Methods

Machine

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Airline Reservation Example

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Airline Reservation Detailed Process Map

Authorized Travel Auth. Code Agency Request Entered Correct Traveler Information Traveler Information Verification Traveler Info, S Company Info, S Restrictions if applicable, S Preferences, S (seat, class) Agent N Traveler N Computer Systems, N Measurement Systems, S Updated Profile Information Correct Correct Traveler Billing Info Into System Gather Customer Billing Info Client name, S Location, S Auth. Code, S Operator, S Agent N Traveler N Computer Systems, N Measurement Systems, N N Auth. Code?

Travel Request Complete Travel Request Form Request Form, S Charge No., S Traveler N Location Variation, N Computer Systems, N Other Personnel? Form Procedure S Travel Information N

Need For Travel

Complete Travel Authorization Authorization Form, S Domestic International Traveler Approver Website, S Travel Budget C Cost Estimate S Computer Systems,N Location Variation,N

Contact Agency Contact Service, S Phone/Web Travel Information,S Traveler/Designee, N Agency Resources day time, SN after hours, SN Computer Systems, N Measurement Systems, S Time In Queue Time in VRU Call Volume Peak Hours

Rationale, N Viable Alternatives, N Traveler N Destination Customer,N

Request Entered Into Saber System Confirmation # Request for Reservation

Acceptable Cost?

Flag discrepancy to Company Policy Acceptable Arrangements? Traveler input, S Company Policy, S Operator input, S

Service Options Determined

Lowest Cost Enter Travel Preferences Into Saber Frequent Flyer Programs, N Preference for Carrier, N Traveler Input, S Agent N Traveler N Computer Systems, N Measurement Systems, N

Travel Info Entered Into Saber Enter Travel Information Into Saber

Carrier Search

SNAP

Real time Saber system, SN Operator input, N Agent N Computer Systems, N Measurement Systems, N

Company Policy, S Travel Authorization S Traverl Input N

Service, S Dates, S Times, N Cost, N Saber Program, SN Computer Service, S Operator input, S

Saber, S Button, C Operator input, S Saber updates, N

Depart City, S Destin City, S Dates of Travel, S Operator input, S Agent N Traveler N Computer Systems, N Measurement Systems, N

Reservation Booked Reservation Booking E-ticket or Paper No Yes Email Verification Operator, S Traveler, S Computer System N VA: Value Added BVA: Business Value Added NVA: Non-Vale Added C: Controllable

Payment Processing Profile Match, S Credit Card #, S Expir. Date, S Name on Card, S Traveler input, S Computer System S Measurement Systems? Print tickets & Itinerary Printer, CN Ticket Machine, CN

Card Approved Credit System, S Operator, S

Saber System, S Operator, S

Confirm Arrangements w/ Traveler

Courier Selected Delivery Method Selection Mail, S Overnight, S Courier, S Operator input, S

Address Verified Profile Updated

Address Verification Agent N Traveler N Computer Systems Measurement Systems Itinerary Copied

S: Standard Operating Procedures N: Noise

Package For Outgoing Mail Meter, C Packaging, S Weight, CN Size, CN Operator or admin, S

Call time End Call Email Itinerary

Traveler Input Confirm Arrangements Generate Saber E-ticket Itinerary Screen Copy, S

Email Address, CS Internet Connect, S Operator input, S

Traveler Input, S

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C&E Diagram Delivery Defects

MEASUREMENTS Freq of Updates MATERIALS PEOPLE Training

Co. Profiles
Times Time Zones Traveler Profiles

Comp Downtime Computer Prog PO Damage

Resources/Shift Experience Level

Delivery Defects PO Damage Zabar Volume Call Volume Phone Service Servers Ticket Types Terminals Carrier Updates Call Routings Maintenance Postal Service

ENVIRONMENT
2001 ConceptFlow

MACHINES

METHODS
23

Process Investigation: Cause & Effect Matrix

Airline Reservation Process Cause and Effect Matrix
Rating of Importance to Customers 8 1 10 2 7 3 4 4 7 5 6 6 10 7 9 8 7 9 9 10 8 11 9 12

Total

Process Step 5 13 10 6 7 20 9 14 19 4 11 21 22 26 24 17 8 12 27 15 16 25 23 18 28 1 2 3 Information Verification Acceptable Arrangements Travel Preferences Information Correct Gather Customer Information Address Verification Travel Information Acceptable Cost Type of Ticket Contact Agency SNAP Delivery Method Confirm Arrangements Confirm Arrangements Package for outgoing mail Card Approved Authorization Code Carrier Search Email Itinerary Request For Reservation Payment Information Saber e-tickets Print tickets and itinerary Reservation Booking End Call Need for travel Travel Request Process Travel Approval 5 5 0 5 5 7 0 4 7 8 7 5 4 4 2 0 0 3 2 6 0 2 2 7 0 0 0 0 0 9 10 1 1 0 0 10 0 0 10 0 0 0 0 0 0 8 0 0 0 0 0 0 0 0 0 0 9 3 0 1 1 8 0 0 9 0 0 9 0 0 9 0 0 3 7 0 0 9 3 0 0 0 0 0 9 0 0 3 1 8 0 0 9 0 0 9 0 0 9 0 0 0 7 0 0 9 3 0 0 0 0 0 6 6 6 3 6 6 6 6 0 6 0 0 6 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 7 7 7 3 7 7 7 7 0 7 0 0 7 7 0 0 0 0 0 0 0 0 0 0 0 0 0 0 6 8 7 6 6 2 6 2 7 10 2 7 3 3 5 6 7 4 1 4 3 1 5 3 4 0 0 9 7 8 9 3 9 0 2 0 0 0 0 0 0 0 2 0 0 3 2 9 3 0 0 0 0 0 0 7 0 0 7 10 1 0 2 0 0 0 8 0 0 0 7 10 0 0 1 6 0 0 8 0 0 0 0 5 7 6 5 5 3 5 2 8 5 2 1 3 3 7 6 0 2 2 5 2 2 7 2 4 0 0 0 0 4 3 7 6 0 10 4 0 0 7 0 0 0 0 5 9 3 1 4 0 0 0 0 0 0 0 0 7 2 7 7 6 8 10 0 0 0 4 0 9 9 0 0 0 0 4 0 0 0 0 0 0 0 0 0 521 491 467 462 449 435 359 318 297 293 286 274 254 254 228 221 212 207 192 190 171 170 162 160 76 0 0 0

Rank order of inputs

Service Professionalism

Traveler Profile

2001 ConceptFlow

Correct Ticket/Itinerary

Time in queue

Delivery Time of Ticket

Lowest Fares

Time to Process (call time) Calls Per Transacttion

Corp Billing

Delivery of Itinerary

Resources

Service: Courteous

24

Assessing The Results Of The C&E Matrix

Scale used on C&E Matrix did not provide discrimination between steps Problem statement not reflected in these charts
C&E Matrix, Pareto of Customer Requirements As They Relate To The Process
7000 6000 5000 100 80 7000 6000 5000

C&E Matrix, Pareto of Process Steps

100 80 60 40 20 0

Percent

4000 3000 2000 1000 0

) y me et sm s i on r ar ali ll ti ick ou ct t ile ue g on i ne fT ( ca res rte sa es rof ue lli n -si s t/It c q eo rs ou Fa r an Bi es ur ke rP es n t m f C i T he c o c e i s p t i l o s r T r : r e e ro O tT we ry ce Re Pe Co rav eP Ti m oP ec ve Lo rvi t T ls c r i l i r l e v a e r S C De Co Se Tim

60 40 20 0

4000 3000 2000 1000

Defect
Count Percent Cum %

Defect

1180 16.5 16.5

891

720

657 9.2

594 8.3

504 7.0

497 7.0

490 6.9

469 6.6

441 6.2

438 6.1

268 3.7

n il n ts tio ma ion ar y tio ents men es rect rma ti on n st t de h y rvat tion ts ner y d ng d ca o r rifi ngemange rencCo r Inforifica mati e C o i cke genc P etho tgoi rove n Coearc erar ese orma i cke d iti s e e r l u V rra Arr ref ti on me V e fo ab f T t A NA y M r o pp tio r S l Iti n r R Inf e-t an her n o r a s t t c i t o In A e o r t o S ive fo rd ri z rri a t F en be ke O ati rm A able vel Prma ust ress vel cep ype onta l e o a m Deckag CaA uth C E quesPaym Sai nt tic orm nfi pt ra nfo r C d ra Ac T C Inf C o cce T I athe A d T a Pr Re A G467 462 449 435 359 318 297 293 P 521 508 491 286 274 228 221 212 207 192 190 171 170 162 236 Count
7 7 7 7 6 6 6 5 4 4 4 4 4 3 3 3 3 3 3 2 2 2 3 7 14 21 28 34 41 47 52 56 60 64 68 72 75 78 81 84 87 90 92 94 97 100

12.5 29.0

10.1 39.0

48.2

56.5

63.6

70.5

77.4

84.0

90.1

96.3 100.0

Percent Cum %

Low Cost Fares 8th On The Pareto Of Requirements

2001 ConceptFlow 25

Percent

Count

Count

Using The C&E To Focus On Low Cost Fares

Only five process steps relate to Low Cost Fares
Step No.
10 11 14 13 12 6 7

Process Steps
Travel Preferences SNAP Acceptable Cost Acceptable Arrangements Carrier Search Information Correct Gather Client Information

Correlation To Low Cost Fares 10 10 10 9 8 1 1

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Thought Process Note

Since problem statement was formed as result of client feedback, the team decided to look at just C&E column for Low Cost Fares Only five process steps were thought to be highly correlated with client requirement, low cost fares The team thought it would be prudent to start with FMEA by focusing on these steps to start The goal of project is to resolve cost overruns to maintain one of the largest clients and others that may follow The team will focus on these areas but will return to general process after cost overrun problem is taken care of

2001 ConceptFlow

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New Detailed Process Map

Larger process focus is narrowed to a small portion as indicated by the C&E Matrix SNAP is the name of a button on the Travel Agency Computer System called Saber If SNAP is activated during the search for carrier service, Saber is programmed to return alternative itineraries in order of lowest fares
Flag discrepancy to Company Policy Acceptable Arrangements? Traveler input, S Company Policy, S Operator input, S Service Options Determined

Lowest Cost Enter Travel Preferences Into Saber Frequent Flyer Programs, N Preference for Carrier, N Traveler Input, S Agent N Traveler N Computer Systems, N Measurement Systems, N

Acceptable Cost?

Carrier Search Service, S Dates, S Times, N Cost, N Saber Program, SN Computer Service, S Operator input, S

SNAP

Company Policy, S Travel Authorization S Traverl Input N

Saber, S Button, C Operator input, S Saber updates, N

2001 ConceptFlow

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Catapult C&E Matrix - Team Exercise

For the purposes of this exercise only, list the controllable inputs on the matrix Correlate the inputs to only two client requirements, target accuracy and variation Remember to rate the outputs according to client importance Cross-multiply the correlation factors against the client ratings and prioritize the highest rated inputs for investigation Compare your team results with the other teams

2001 ConceptFlow

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Key Learning Points

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Objectives Review
By the end of this module the participant should be able to: Apply cause and effect tools to projects Create and interpret a C&E matrix Identify process steps or process inputs that critically impact the client requirements Pareto Explain linkage to other tools (Process Map, FMEA)

2001 ConceptFlow

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Trademarks and Service Marks

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