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Jay Arthur
888-468-1537
303-756-9144
KnowWare
International, Inc.
DBA LifeStar
2253 S. Oneida
Ste 3D
Denver, CO 80224
We work with companies
that want to fire up their profits using
Lean Six Sigma
Copyright © 2011
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RECOMMENDATION
Use the Systems Thinking to identify the systemic
causes of delay, waste, rework, and cost.
Select cross functional team members who have direct experience with
the problem and it's ongoing cost to the company, customers, and employees.
Systems Thinking
Systems thinking recognizes that cause effects are not always direct
and linear (like the fishbone or cause-effect diagram might have us believe.)
Systems thinking is a way of looking at circular cause effects. In
many ways, a systems diagram is similar to a relationship
diagram.
Example
The more pressure there is to "fix" service, the more resources we devote
to fixing customer affecting problems; the more resources we devote to fixing
problems, the fewer resources we have to devote to preventive maintenance
work, which ultimately leads to more customer problems and higher pressure
to fix service.
Types of Cause-Effect Loops
There are two basic types of cause-effect loops: reinforcing and balancing
loops.
Reinforcing Loops
Reinforcing loops involve exponential increases or decreases in key indicators.
 
Balancing Loops
Balancing loops exert pressure to balance increases or decreases in key
indicators.
 
System Diagram Symbols
Boxes represent key indicators--the number, amount, or quantity
of anything that can increase or decrease. (e.g., amount of technicians,
number of complaints, rewards, incentives, time on a call, etc.)
Arrows represent the cause-effect links.
The Systems Diagram is just one of the tools included in the QI
Macros for Excel SPC Software for Excel.
Download
the FREE 30-day Evaluation copy of the QI Macros Excel SPC Software for Six Sigma
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