Six Sigma Tool Navigator: The Master Guide for Teams

2017-07-07 02:10:07

AKA

N/A

Classification

Analyzing/Trending (AT)

Tool description

The window analysis technique is used to determine the potential root causes(s) of a performance problem. Developed by Fyuji Fukuda from Johari's window model, this technique questions any two parties, individuals, or organizational units, if a practice, procedure, or a set of work instructions is known and practiced in order to prevent or minimize performance problems.

Typical application

To identify root causes of a performance problem.

To verify the adherence to company practices, procedures, or work instructions by all organizational units.

To investigate if performance problems could have been prevented.

Problem-solving phase

→	Select and define problem or opportunity
→	Identify and analyze causes or potential change
→	Develop and plan possible solutions or change
	Implement and evaluate solution or change
	Measure and report solution or change results
	Recognize and reward team efforts

Typically used by

	Research/statistics
	Creativity/innovation
	Engineering
	Project management
2	Manufacturing
	Marketing/sales
	Administration/documentation
3	Servicing/support
	Customer/quality metrics
1	Change management

links to other tools

before

Five Whys

Brainstorming

Cause and Effect Diagram (CED)

Fault Tree Analysis

Process Analysis

after

Problem Specification

Countermeasures Matrix

Potential Problem Analysis (PPA)

What-If Analysis

Cost-Benefit Analysis

Notes and key points

Window categories descriptions:
1. Practices, procedures, or work instructions have been established and both parties (party X and Y) use this information to minimize performance problems. Status: Company directives are followed.
2. Practices, procedures, or work instructions have been established; however, party X or Y does not use this information correctly. Status: Company directives are not always followed.
3. Practices, procedures, or work instructions have been established; however, party X or Y does not have this information. Status: Company directives were not communicated to some parties.
4. Practices, procedures, or work instructions have not been established and, therefore, neither party (party X and Y) has this information. Status: Company directives need to be communicated to make information available to all parties.

Known = not known (negation of known).

For more information: The Johari Window: A Model for Soliciting and Giving Feedback, by P. G. Hanson in 1973 Annual Handbook for Group Facilitators, edited by John. E. Jones and J. William Pfeifer. San Diego, CA: University Associates.

Step-by-step procedure

STEP 1 A team is assembled with representation from the organizational units to be analyzed. See example Lack of Adherence to World Class Practices: Quality Function Deployment (QFD), Design of Experiments (DOE), Cycle Time Management (CTM).

STEP 2 Participants identify and discuss perceived performance problems. A priority list of no more than five problems is developed.

STEP 3 Using the window diagram, participants systematically explore all squares and discuss each category (A–D) to identify which window square best represents the true situation.

STEP 4 Lastly, participants receive assignments to collect data to prove or disprove a particular category (B-D) previously selected as a potential root cause or the problem.