7 QUALITY TOOLS MISUNDERSTANDINGS

In practice, we see a great deal of misconceptions about the 7 Tools of Quality, also known as the 7 Basic Tools. These are: scatter plots, Pareto charts, tallies, control charts, Ishikawa diagrams, histograms and flowcharts. Let’s review some of the most common mistakes.

Mistake 1: The tools must be all used for each issue.

Nothing is further from the truth. Sometimes, you need all seven to spot an issue, solve it and sustain the gains. Sometimes, three tools will suffice. These tools are the brainchild of Professor Kaoru Ishikawa (and yes, you saw it correctly, one of the tools in named after him!) who taught at the University of Tokyo in the 20th century. It is said that he was inspired by the legendary Japanese warrior Benkei (西塔 武蔵坊 弁慶) who lived and died in the twelfth century A.D. Benkei carried seven weapons. The logic was that each weapon was suitable for a specific situation, but that with all seven weapons, he could handle any situation. Benkei was not using all seven weapons in each conflict, neither should you use all seven quality tools in every single situation. As we always say: "The tools are here to serve you. You are not here to serve the tools."

Mistake 2: The tools must be used in a fixed order.

No, the order is not fixed. Sometimes we start noticing a problem with a histogram and that is the first tool we use. Sometimes we spot a problem with tallies, and that is the first tool we use. Sometimes, we spot a problem with scatter plots and that is the first tool we use. Our experience has taught us clearly that there is no fixed order.

Mistake 3: You only need to train a small group.

No, the whole organization must be trained to use these tools. The whole point of Professor Ishikawa was to introduce a set of tools that are both powerful and simple to master so that all could master them. His aim was democratization of quality. The aim was that the whole organization would understand them, interpret them, get inspired by them and contribute to quality. Concentrating the quality effort in the top layer of the organization creates blind spots. By weaponizing the bottom of the organization as well, you tap into an extra layer of information, experiences and ideas for improvement.