Brainwriting

Brainstorming

Fishbone Diagram

Relations Diagram

Action Plan

Run Chart

Run Chart

Consensogram

Force Field Analysis

Affinity Diagram

Checksheet

Scatter Diagram

Activity Network Diagram

Pareto Diagram

Gantt Chart

Ground Rules

Fishbone Diagram

Kano Analysis

Survey

Five Whys

Gantt Chart

Control Chart

Checklist

Pareto Diagram

Tree    Diagram

Plus & Delta

Tree    Diagram

Focus Group

Matrix Diagram

Issue Bin

Plus & Delta

A tool used to record a course of action when implementing a treatment. Includes strategies, responsibilities, timelines, and indicators of completion for each step.

Tool that allows a team to find both the most efficient path and a realistic schedule for the completion of any project by graphically showing completion time, necessary sequence of steps, and which steps can be done simultaneously.

Tool to determine relationships or similarity. Brainstormed ideas are sorted into categories that have a relationship to each other. Good for assessing prior knowledge, vocabulary awareness, or concept attainment.

Visual display of data in vertical or horizontal bars; can be a Histogram or Pareto Chart

Used to generate a large number of ideas in a short period of time. Participants call out ideas – no evaluation or judgment should be made – all ideas are recorded.

Tool to organize data collection. Often organized in rows or columns, with data occurrences checked off or tallied.

Used to identify knowledge or opinions of a group on certain concepts or issues.

A run chart showing standard deviations to monitor, control, and improve process performance over time by studying variation and its source.

Helps discern contributing factors to an outcome or problem. Also know as cause-and-effect diagrams. Causes are recorded on the bones of the fish-effect in the head.

Used to find the root cause of a problem quickly. Ask why the problem is happening five times, drilling deeper into the problem each time.

Visual documentation of a process. Shows step-by-step approach to a specific process by using symbols to denote tasks, decisions, and stages. Can be general process or deployment (specific roles assigned to tasks).

A problem-solving tool used to analyze driving and restraining forces that surround a proposed change.

Type of survey – used to gather attitudes and concerns from a small group, usually randomly selected. Interviewer takes notes on responses.

Shows a project schedule at a glance. Displays the major activities and their duration, including overlaps.

Bar chart that provides visual representation of data. Bars are arranged in order with respect to time, size, volume, and so on.

Captures ideas/questions that deserve further clarification or discussion at a later or more appropriate time. Sometimes called a Parking Lot.

Tool to identify and prioritize the full range of customer needs, from essential, to important, to delightful.

Way to determine consensus by allowing team members to cast weighted votes to designate items with their greatest support. Total number of points for an item determines which item to choose.

Tool to systematically identify, analyze, and rate the presence and strength of relationships between two or more sets of information.

A bar chart giving a visual representation of data in order of frequency (greatest to least). Highest bar represents priority action item.

Problem-Cause-Treatment-Results cycle that reflects continuous improvement. Uses the scientific method in relation to systematic improvement and problem solving.

Tool for brainstorming the strengths and opportunities for improvement of a meeting or team function.

A pictorial representation of the cause-and-effect relationships among elements of a problem or issue.

A line graph of data plotted over time.

Graph showing the relationship between two factors. The pattern formed by the plotted dots help to analyze causes and indicates if a true relationship exists.

Used to collect knowledge/opinions of a targeted group. Can be written, phone, or face-to-face. Used to discover customers’ views (internal and external) of supplier’s performance.

Identifies actions to solve a problem or implement a solution. Moves thinking from broad goals to specifics.