I need filled up examples of IS/ is not anlaysis, Why Why Analysis

Hello there!

Can you give me a little more information regarding these analyses, and what context they may be used? I'll try my best to help you out as much as possible.

I need filled up examples of IS/ is not analysis, Why Why Analysis

Hello bkarthikeyan,

BradM is trying, I am trying, other Covers will chime in soon...I need to do more "research", but here may be a start.

http://finance.isixsigma.com/library/content/c050504a.asp

http://syque.com/quality_tools/tools/Tools24.htm

We'll be back.

Dear BradM,

Is/Is-not analysis used in 8D, to understand more about the problem statement.

regards,
bkarthikeyan

Hello there!

Can you give me a little more information regarding these analyses, and what context they may be used? I'll try my best to help you out as much as possible.

I assume "Why/Why" is what we commonally refer to as "5-Why's" analysis here in the USA. It asks "why" several times as one seeks out the root cause for a failure. Sometimes this technique does not work, because you are not able to determine the answer to the first "Why."

In those cases, Is/Is Not is a better technique. Is/Is Not approaches it from the other side. It is basically a process of elimination. What is clearly not part of the root cause.

A simple example would be:

My car would not start this morning. Why? I don't know....5 Why's doesn't work this time. So, we apply Is/Is Not. Eliminate the variable which are not at fault:

Is the battery charged?
Does the starter turn?
Is the alternator working?
Do the lights and radio work? ...and so on until we reduce the number of paossible variables to a more manageable number. Then you can proceed with determining the final root cause.

I need filled up examples of IS/ is not anlaysis, Why Why Analysis

Some information about the is/is not technique.....

http://creatingminds.org/tools/is-is_not.htm

I will look for completed examples.

I need filled up examples of IS/ is not anlaysis, Why Why Analysis

Why why is is analysis even necessary? You've found the cause of a problem when you can turn the problem on and off by controlling the ostensible cause. Then, instead of filling out forms, you can solve a different problem.

Why why is is analysis even necessary? You've found the cause of a problem when you can turn the problem on and off by controlling the ostensible cause. Then, instead of filling out forms, you can solve a different problem.

Hello Jim,

Analysis necessary? It may be required because the OP has a Customer who requires formal evidence of root cause analysis; 8-D or other customer mandated problem solving techniques. (Re: ISO/TS 8.5.2.1, although I do not know if this would apply to the OP).

Happy Sunday.

P.S. Tour de France and Wimbledon Tennis.....:)

Hello Jim,

Analysis necessary? It may be required because the OP has a Customer who requires formal evidence of root cause analysis; 8-D or other customer mandated problem solving techniques. (Re: ISO/TS 8.5.2.1, although I do not know if this would apply to the OP).

Happy Sunday.

P.S. Tour de France and Wimbledon Tennis.....:)

Of course analysis is necessary, and it's also necessary to keep customers happy, at least to the extent that keeping them happy doesn't cost more than they're worth. The OP's gotta do what he's gotta do. My point was that a lot of time is wasted on problem-solving "strategies" that belabor the bloody obvious, and assume that the people who are trying to solve the problems are idiots. Why why is is that that, do you suppose suppose?

Of course analysis is necessary, and it's also necessary to keep customers happy, at least to the extent that keeping them happy doesn't cost more than they're worth. The OP's gotta do what he's gotta do. My point was that a lot of time is wasted on problem-solving "strategies" that belabor the bloody obvious, and assume that the people who are trying to solve the problems are idiots. Why why is is that that, do you suppose suppose?

Hi Jim,

Excellent points! Yes, a cost-benefit analysis (oops, there's that darn word again!) in problem-solving is a good thing to do. But then again, a supplier may not have that option, unless they fire the customer...now, that's a thought.... But I agree with you, a lot of time is wasted ("paralysis by analysis") and that does not serve anybody.

Of course analysis is necessary, and it's also necessary to keep customers happy, at least to the extent that keeping them happy doesn't cost more than they're worth. The OP's gotta do what he's gotta do. My point was that a lot of time is wasted on problem-solving "strategies" that belabor the bloody obvious, and assume that the people who are trying to solve the problems are idiots. Why why is is that that, do you suppose suppose?


Now, Now... Jim, Jim... if you take away the obvious, you may eliminate hundreds of jobs...:D

Of course, that could be a viable new Lean initiative...after you fill out the proper forms authorizing it, that is...:notme:

The "Is/Is Not" methodology is also known as Kepner-Tregoe Problem Solving and Decision Making (PSDM). You can also google Kepner-Tregoe for other sites with information.

Try this for starters:
http://www.itsmsolutions.com/newsletters/DITYvol2iss24.htm

The "Is/Is Not" methodology is also known as Kepner-Tregoe Problem Solving and Decision Making (PSDM).. You can also google Kepner-Tregoe for other sites with information.

Hello Bill,

The link does not work...or is it me?

Stijloor.

Hello Bill,

The link does not work...or is it me?

Stijloor.

Wasn't you - I had the wrong link posted. It should work now (post #12).

Thanks

Wasn't you - I had the wrong link posted. It should work now (post #12).

Thanks

Works like a charm! :thanx:

Stijloor.