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Scatter diagrams provide a quick and simple method of identifying whether there is evidence of a connection between two sets of data: for example http://www.nflteameaglesshop.com/jake-elliott-jersey/ , the time at which you set off for work every morning and how long the journey to work takes. Plotting each journey on a graph which has departure time on one axis and journey time on the other could give an indication of whether departure time and journey time are related, and if so, how. Scatter diagrams can be treated in a far more sophisticated manner by quantifying how strong the relationship between the sets of data is. But, however sophisticated the approach is, this type of graph only identifies the existence of a relationship, not necessarily the existence of a cause effect relationship. If the scatter diagram shows a very strong connection between the sets of data, it is important evidence of a cause–effect relationship, but not proof positive. It could be coincidence!

Process maps can be used to give a detailed understanding prior to improvement. The act of recording each stage in the process quickly shows up poorly organized flows. Process maps can also clarify improvement opportunities and shed further light on the internal mechanics or workings of an operation. Finally, and probably most importantly, they highlight problem areas where no procedure exists to cope with a particular set of circumstances.

Cause–effect diagrams are a particularly effective method of helping to search for the root causes of problems. They do this by asking what, when, where, how and why questions, but also add some possible ‘answers’ in an explicit way. They can also be used to identify areas where further data are needed. Cause–effect diagrams have become extensively used in improvement programmes. This is because they provide a way of structuring group brainstorming sessions. Often the structure involves identifying possible causes under the (rather old-fashioned) headings of: machinery, manpower, materials, methods and money. Yet in practice, any categorization that comprehensively covers all relevant possible causes could be used.

In any improvement process, it is worthwhile distinguishing what is important and what is less so. The purpose of the Pareto diagram is to distinguish between the ‘vital few’ issues and the ‘trivial many’. It is a relatively straightforward technique which involves arranging items of information on the types of problem or causes of problem into their order of importance (usually measured by ‘frequency of occurrence’). This can be used to highlight areas where further decision-making will be useful. Pareto analysis is based on the phenomenon of relatively few causes explaining the majority of effects. For example, most revenue for any company is likely to come from relatively few of the company’s customers. Similarly, relatively few of a doctor’s patients will probably occupy most of his or her time.
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