Welcome to the SITEL 7 Basic Quality Tools Template!

This toolkit compiles tools, guides and reference materials to help you with your Lean Sigma Projects and other Continuous Imp

How to build the tools Pre-built tools (ready to use)

Index Title Index Title
1 Definitions 1 Ishikawa Diagram
2 Types of variation 2 XMR Control Chart
3 DMAIC Roadmap 3 Histogram
4 Project Charter 4 Pareto Chart
5 5 SIX SIGMA LIKE A BOSS
COPIS Scatter Diagram
6 CTQ Tree 6 Flowchart
7 Ishikawa Diagram 7 Boxplot
8 Pareto Chart
9 Stratification (run chart)
10 XMR Control Chart
10.a Control vs Specification Limits
11 Histogram
12 Scatter Diagram
13 Boxplot
ects and other Continuous Improvement initiatives.

A LIKE A BOSS
Home
R-Squared

A mathematical term describing how much variation is being explained by the X. FORMULA: R-sq = SS(regr

Box Plot
What does it do? Why use it? When to use?

A box plot is a basic graphing tool that a box plot can help you visualize the
displays the centering, spread, and centering, spread, and distribution of
distribution of a continuous data set. In your data quickly. It is especially useful You can use a box plot throughou
simplified terms, it is made up of a box to view more than one box plot improvement project, although i
and whiskers (and occasional outliers) simultaneously to compare the most useful in the Analyze phase. I
that correspond to each fourth, or performance of several processes such Measure phase you can use a box
quartile, of the data set. The box as the price quote cycle between to begin to understand the nature
represents the second and third offices or the accuracy of component problem. In the Analyze phase a
quartiles of data. The line that bisects placement across several production plot can help you identify potenti
the box is the median of the entire data lines. A box plot can help identify that should be investigated furthe
set-50% of the data points fall below candidates for the causes behind your also can help eliminate potential X
this line and 50% fall above it. The first list of potential Xs. It also is useful in the Improve phase you can use a
and fourth quartiles are represented by tracking process improvement by plot to validate potential improvem
"whiskers," or lines that extend from comparing successive plots generated
both ends of the box. over time
FORMULA: R-sq = SS(regression) / SS(total)

When to use? Data type P < .05 indicates

n use a box plot throughout an

vement project, although it is
eful in the Analyze phase. In the
e phase you can use a box plot
n to understand the nature of a
m. In the Analyze phase a box Continuous X & Y N/A
n help you identify potential Xs
ould be investigated further. It
n help eliminate potential Xs. In
prove phase you can use a box
alidate potential improvements
Home
Phase Objective

To identify and/or validate the improvement

1.0 opportunity, develop the business processes, define
DEFINE Opportunities critical customer requirements, and prepare
themselves to be an effective project team.

To identify critical measures that are necessary to

evaluate the success, meeting critical customer
2.0 requirements and begin developing a methodology
MEASURE Performance to effectively collect data to measure process
performance.

To stratify and analyze the opportunity to identify a

specific problem and define an easily understood
problem statement.
3.0
To identify and validate the root causes that assure
ANALYZE
the elimination of “real” root causes and thus the
Opportunity
problem the team is focused on.

To determine true sources of variation and potential

failure modes that lead to customer dissatisfaction.

To identify, evaluate, and select the right

improvement solutions.
4.0
IMPROVE
To develop a change management approach to
Performance
assist the organization in adapting to the changes
introduced through solution implementation.

To understand the importance of planning and

executing against the plan and determine the
approach to be taken to assure achievement of the
5.0
targeted results.
CONTROL
Performance
To understand how to disseminate lessons learned,
identify replication and standardization
opportunities/processes, and develop related plans.
 Main Activities Focus Output Requirements
Gather Voice of the Customer (VOC)/ Identify
Y
CTQ - Project Charter
- Data Plot
Plot the Data Y - High Level Process Map
- Responsibility Chart
Develop Project Charter Y - Communication Plan
- Threats and Opportunities
Analysis
Define High Level Process Map Y

Select CTQ Characteristic, Define

Performance Standards & Operational Y - CTQ Characteristics
Definitions - Process Capability. Check on:
- Stability
- Shape
- Central Tendency
Conduct Root Cause Analysis Y - Variation
- Operational Definition
- Target and Specs Limits
- Root Cause Analysis
Develop Data Collection Plan, Conduct - Measurement System
Y
Measurement System Analysis, Collect Data Analysis (if applicable)
- Data Collection Plan &
Collected Data

Establish Current Process Capability Y

Define the Performance Objective Y

- Defined Performance
Objective
- Key Drivers of variation (show
Identify the Key Drivers of Variation - x X tests or tools used depending
on type of data)
- Vital few X / True Root Cause

Prioritize x X

Generate Possible Solutions X

- Generated and Selected
Solution
Propose Solutions Y, X - Bridge Plan
- Project Plan
- Pilot Results (before vs after)
Establish Operating Tolerances and Pilot
Y, X
Solution

Validate Measurement Solution X

- Control System (Escalation

Validate Improvements and Implement Matrix, etc)
Y, X
Process Control - Control Chart
- Documentation

Project Documentation and Closure Y, X

 Applicable Tools

- Kano Model
- Run Chart/Control Chart
- COPIS
- ARMI Matrix

- Pareto Chart
- FMEA
- Fishbone
- QFD
- Process Map
- CTQ Drill down Tree
- Attribute and Continuous gage R&R
- Normality Test/Run Chart/Histogram/Control Chart/Box Plot/Dot Plot/Scatter Plot/Multi Vari Chart/Marginal Plot/

- Graphical Analysis Tools

- 5 Why
- C&E Matrix
- Lean Tools
- Value Stream Mapping
- VA and VNA Analysis
- Hypothesis Testing
- T Test (1 sample/2 sample)
- ANOVA
- Mood's Median
- Chi Square Test
- Test for Equal Variance
- Correlation/Regression
- Control/Impact Matrix
- Criterion vs Criterion

- Solution Generation Tools (Brainstorming, Affinity Diagram, Lateral Thinking tools)

- Lean Tools (Kaizen, Kanban, 5S, etc)
- Solutions Evaluation Matrix
- FMEA (if applicable)
- DOE (if applicable)
- Control Charts/Box Plots/Hypothesis Testing

- Control Charts
- Poka Yoke
- Escalation Matrix
- Process Maps
Home

Continuous Improvement Initiative - PROJEC

Project Title:
Account/Dept:
Business Case:
Problem Statement:
Goal Statement:
IN-SCOPE

In Scope/ Out Scope:

Financial Impact Annualized dollars Descrip

Savings:
Cost avoidance:
Revenue Generation:
Revenue Retention:
Project Cost:
Net Financial Impact:
Project Key Milestones Define
Target Start Date:
Target Completion Date:

Project Team Members

Project Chart
Resource Name Signature
Project Champion
Project Leader
Project Mentor
tiative - PROJECT CHARTER
PROJECT ID:

Project Type:
Site/Region:

IN-SCOPE OUT OF SCOPE

Description Primary Metric

Metric:
Baseline Date Range:
Baseline Performance:
Target Performance:

Secondary Metric (if any)

Measure Analyze Improve

12/30/99 12/30/99 12/30/99

Project Charter Approvals

Date Stakeholder Name Signature
Finance Rep
UT OF SCOPE

Primary Metric

Control
12/30/99

Date
Home COPIS DIAGRAM
Customers Outputs

STEPS IN CREATING A COPIS DIAGRAM

1.Name the process.
2.State the starting and ending points.
3.Define outputs.
4.Determine customers.
5.List major steps of the process.
6.Define inputs.
7.Determine suppliers.
COPIS DIAGRAM
Process Inputs Suppliers
Home
Big Y
ISHIKAWA/FISHBONE

MAN
Poor agent product

SS Not happy with supervisor

VV Management not involved with

SS Agents are

Wages not competitive

Competition nearby pays more

No development

No SKEP follow up
Poor agent METHOD
customer service
 MAN knowledge
Poor agent product MACHINE
Long HOLD Times

Material not suited to

with supervisor Slow systems styles

nagement not involved with agents out of date technology

Agents are tired Not enough equipments

Wages not competitive Study and Work

nearby pays more Work/Pwrsonal life balance No feedback on p

opment Moved away unreacheable KPIs for

System accessos No follow up available PTO

t METHOD
customer service skills ENVIRONMENT
Poor product quality MEAS
Long q
 Lack ofMATERIALS
problem resolution

Material not suited to current learning

styles

Not enough materials for everyone in

training

System access

Attrition over 7%

unequal salaries

No feedback on performance

unreacheable KPIs for bonuses

o follow up available PTO

MEASUREMENT
Long queue times
 LEGEND HOW LIKELY
V Very Likely
S Somewhat Likely
N Not Likely

LEGEND HOW EASY

V Very Easy
S Somewhat Easy
N Not Easy

over 7%
V
S
N
Home
Steps to create a Pareto Chart
1. Input your categories along with their values.
2. Calculate each category relative frequency.
3. Calculate accumulated frequency.
4. Filter your Categories from highest to lowest (FR)
5. Chart your categories along with their FR AND FA in a bar chart (Only Chart Categories that are part of the FA 80%
6. Select FA from the chart and change it to a line graph with a secondary axis.

Categories Value FR FA
1 Better Job Offer 13 30% 30%
2 Burnout 10 23% 52%
3 Supervisor 7 16% 68%
4 Management 6 14% 82%
5 Studies 5 11% 93%
6 Relocation 3 7% 100%

Exercise 1

* Campaign XYZ is currently having quality issues, they only have 6 behaviors in their scorecards and the vendor m
Use the data below and graphically explain what's happening with the low quality results and in what should the ca

1. Uses an appropiate tone of voice - 74%

2. Engages customer appropiately - 72%
3. Follows Product Knowledge Tool guidelines - 90%
4. Empathyzes with the customer, reinforces loyalty - 70%
5. Opens call in less than 7 seconds - 80%
6. Resolved customer's concern - 85%
s that are part of the FA 80%).
100%
35% 93% 100%
30% 82% 90%
68%
80%
25% 70%
20% 52% 60%
50%
15% 40%
30%
10% 30%
20% FR
5% 10% FA
30% 23% 16% 14% 11% 7%
0% 0%

orecards and the vendor manager just started asking what's going on.
s and in what should the campaign be focusing on.
Home
Steps to create a Run Chart
1. Create a header for the dates you evaluate an "X" value.
2. Create a header for the value (i.e KPI) to evaluate.
3. Input the respective information down each header.
4. Chart both values on a linear graph.

Date X Value
12/16 14.14%
12/23 10.97%
12/30 9.59%
16.00%
1/6 11.44%
1/13 5.82% 14.00%
1/20 7.96% 12.00%
1/27 10.34% 10.00%
2/3 11.93%
8.00%
2/10 8.67%
2/17 6.00%
8.90%
2/24 9.35% 4.00%
3/2 12.53% 2.00%
0.00%
12/16 12/23 12/30 1/6

Exercise 2

*Your campaign started having a high volume of outages this month and this is directly impacting your FCR due to c
showing the markets with highest amount of outages during the month so that they can take a look and see what's
and select wich market to show from the data below:

Date Texas Date Florida Date NY

5/1 10 5/1 3 5/1 2
5/2 8 5/2 10 5/2 4
5/3 1 5/3 1 5/3 8
5/4 4 5/4 9 5/4 6
5/5 7 5/5 9 5/5 2
5/6 3 5/6 9 5/6 6
5/7 7 5/7 5 5/7 9
5/8 6 5/8 8 5/8 10
 5/9 3 5/9 7 5/9 2
5/10 3 5/10 1 5/10 1
5/11 1 5/11 7 5/11 1
5/12 2 5/12 7 5/12 8
5/13 2 5/13 3 5/13 9
5/14 7 5/14 1 5/14 5
5/15 10 5/15 7 5/15 7
5/16 2 5/16 9 5/16 4
5/17 1 5/17 3 5/17 1
 X Value

X Value

/16 12/23 12/30 1/6 1/13 1/20 1/27 2/3 2/10 2/17 2/24 3/2

ly impacting your FCR due to customers repeatedly calling about it. You have prepared information for your client
can take a look and see what's happening with their network. Graphically explain outages
Home
Steps to create a X-mR Control Chart Formulas
1. Create a header for the dates you evaluate an "X" value.
2. Create a header for the value (i.e KPI) to evaluate. UCLx = Xbar + 3 mR/d2
3. Input the respective information down each header.
4. Chart both values on a linear graph. LCLx = Xbar - 3 mR/d2

Date X Value
9/30 5 X Value 5 6 19 4 1 1 4 10 6 5
10/7 6 R 1 13 15 3 0 3 6 4 1
10/14 19 mR 7.9 7.9 7.9 7.9 7.9 7.9 7.9 7.9 7.9 7.9
10/21 4 UCLr 25.8 25.8 25.8 25.8 25.8 25.8 25.8 25.8 25.8 25.8
10/28 1 Xbar 8.2 8.2 8.2 8.2 8.2 8.2 8.2 8.2 8.2 8.2
11/4 1 UCLx 29.1 29.1 29.1 29.1 29.1 29.1 29.1 29.1 29.1 29.1
11/11 4 LCLx 12.8 12.8 12.8 12.8 12.8 12.8 12.8 12.8 12.8 12.8
11/18 10
11/25 6
12/2 5
12/9 11 Individuals Chart
12/16 23 35
12/23 7
12/30 5 30
1/6 20
1/13 1 25
1/20 11
20

X Value
15

10

0
9/30 10/7 10/14 10/21 10/28 11/4 11/11 11/18 11/25 12/2 12/9 12/16 12/23 12/30 1/6

Week Number
 Formulas Constant

CLx = Xbar + 3 mR/d2 d2 1.128

Lx = Xbar - 3 mR/d2 D4 3.27

11 23 7 5 20 1 11
6 12 16 2 15 19 10
7.9 7.9 7.9 7.9 7.9 7.9 7.9
25.8 25.8 25.8 25.8 25.8 25.8 25.8
8.2 8.2 8.2 8.2 8.2 8.2 8.2
29.1 29.1 29.1 29.1 29.1 29.1 29.1
12.8 12.8 12.8 12.8 12.8 12.8 12.8

rt 30
Moving Range Chart

25

20

X
Val X Value 15
ue Variation
Xb
ar 10

0
/9 12/16 12/23 12/30 1/6 1/13 1/20 9/30 10/30 11/30

Week Number
ng Range Chart

R
m
R

11/30 12/30

Week Number
AHT Control Chart - Site A

Stand. Dev: 50

Site A AHT Perfor

Date AHT Mean LSL USL 600
30-Sep 253 353 203 503 500
7-Oct 397 353 203 503
14-Oct 388 353 203 503 400

AHT secs
21-Oct 331 353 203 503 300
28-Oct 321 353 203 503
200
4-Nov 386 353 203 503
11-Nov 326 353 203 503 100
18-Nov 366 353 203 503 0
25-Nov 402 353 203 503 30-Sep 7-Oct 14-Oct 21-Oct 28-Oct 4-
2-Dec 370 353 203 503 Dat
9-Dec 312 353 203 503
326 353 203 503
333 353 203 503
363 353 203 503
412 353 203 503
400 353 203 503
430 353 203 503
310 353 203 503
200 353 203 503
365 353 203 503
410 353 203 503
371 353 203 503
348 353 203 503
399 353 203 503
323 353 203 503
320 353 203 503
432 353 203 503
331 353 203 503
364 353 203 503
331 353 203 503
320 353 203 503
 AHT Performance - Site A

AHT
Mean
LSL
USL

-Oct 21-Oct 28-Oct 4-Nov 11-Nov 18-Nov 25-Nov 2-Dec 9-Dec

Date
Home
Steps to create a Histogram
1. Input your categories along with their values (Decide how many distributions[categories] you need).
2. Calculate each category quantity of values (i.e agents)
3. Calculate the relative frequency[FR] for each distribution.
4. Calculate the accumulative frequency[FA] for each distribution.
4. Chart your categories along with their # of people, FR and FA in a stacked column chart.
5. Use your categories as axis (text axis).
6. Select your FA and chart it as a line (Use a secondary axis for it).
7. Include data labels for your FR and FA

Categories # of people FR FA 14
0-60 6 13.6% 13.6%
60-120 4 9.1% 22.7% 12
120-180 10 22.7% 45.5% 22.7%
180-240 3 6.8% 10
52.3%
240-320 9 20.5% 72.7%
8
320+ 12 27.3% 100.0%
13.6% 45.5%
6
9.1%
4 22.7%
13.6%
2

0
0-60 60-120 120-180

Exercise 3
*Your LOB is not performing to the goal and the client just sent an email wanting the following answers now: Why i
from the whole floor. State the charts you would use and create a histogram based on the information below:

Agent KPI Value Goal: 65%

1 59%
2 42%
3 97%
4 58%
5 77%
6 55%
7 98%
8 45%
9 48%
10 64%
11 72%
12 51%
13 66%
14 78%
15 80%
16 40%
17 73%
18 67%
19 40%
20 100%
21 91%
22 57%
23 47%
24 75%
25 45%
26 73%
27 59%
28 67%
29 63%
30 43%
31 93%
32 40%
33 72%
34 55%
35 47%
36 57%
37 87%
38 41%
39 87%
40 69%
es] you need).

100.0%
100.0%
27.3% 90.0%
80.0%
22.7% 72.7%
20.5% 70.0%
60.0%
52.3%
FR
45.5% 50.0%
# of people
40.0% FA
9.1%
30.0%
22.7% 6.8%
20.0%
10.0%
0.0%
60-120 120-180 180-240 240-320 320+

owing answers now: Why is this happening? How many agents are not performing and their representativeness
he information below:
Home
Steps to create a scatter diagram
1. Identify your possible X (Independent Variable) that impacts your Y (Dependent Variable).
2. Create header for each name with the following order X Value - 1st , Y Value - 2nd.
3. Include each variable information below its respective header.
4. Chart using a scatter diagram.
5. Verify that the X and Y Values are selected correctly in the chart.
6. Choose trendline options and activate R squared value.

X Value Y Value
73% 3:50 Y Value
61% 5:50
10:48
69% 7:30
9:36
16% 8:54
52% 5:00 8:24
90% 10:00 7:12
6:00 R² = =0.038116154994731
f(x) 0.074708158553637 x + 0.21780232822814
40% 4:58
61% 6:00 4:48
68% 6:32 3:36
47% 7:21 2:24
25% 3:59 1:12
50% 5:34 0:00
57% 5:12 10% 20% 30% 40% 50% 60% 70%

Exercise 4
Is there any correlation between the following KPI's? Why? Explain with a scatter chart and show their R squared va

KPI - 1 KPI - 2
85% 82%
97% 77%
60% 63%
50% 52%
91% 84%
98% 100%
99% 97%
76% 66%
89% 89%
69% 68%
50% 55%
78% 75%
56% 59%
75% 78%
 77% 77%
81% 79%
66% 66%
50% 52%
77% 79%
90% 75%
65% 56%
62% 78%
67% 62%
60% 60%
97% 97%
66% 66%
82% 82%
100% 100%
84% 84%
61% 61%
63% 63%
77% 97%
75% 75%
 Y Value

Y Value
553637
94731 x + 0.21780232822814 Linear (Y Value)
Linear (Y Value)

0% 50% 60% 70% 80% 90% 100%

rt and show their R squared value.

Home Types of Variation

Type of Variation

Common Cause

Special Cause

NOTE: Process stability may be explained as:

- In Control, Stable: Only Common Cause
- Out of Control, Unstable: Common Cause with Special Cause if present
 Definition Characteristics

- Expected

Is the natural or true variation of the

process and is inherent in the process. - Predictable
No Undue influence by any of the
machines and processes.
- Normal
Variations caused by common causes
can be reduced by making changes to
the system. This would result in - Random
improving the capability of the system

- Chance

- Unexpected
Is usually of larger magnitude
compared to common cause variation. - Unpredictable
It is usually due to special causes and
happens once in a while. No Undue
influence by any of the machines and - Not normal
processes.
Precautionary measure should be taken
to avoid recurrence of special causes - Not random

- Assignable
Home Control vs. Specification Limits

Control Limits Specification Limits

- Control Limits are calculated based on - Specification Limits are defined by the
process performance customer
- Control Limits are calculated by standard - It defines the desired level of performance
deviation from Data by the customer
- They are internal to the process and are - Specification Limits are not based on any
calculated using standard deviation statistics, but is based on what customer
expects
- Control limits refer to stability of the process - Specification Limits are used to derive the
at given capability defect rate of the process and hence the
capability of the process
Home
Steps to create a boxplot
1. Create a header for the population's KPI to evaluate (i.e January RPT%).
2. Insert the population data down the respective header.
3. Use the box at the right side of the screen to guide you on calculating the necessary variables to chart a boxplot.
4. Select the whole box and click on insert to later choose a stacked column graph.
5. Right Click on the new chart -> Select Data -> Switch Row/Column.
6. Eliminate from the chart the following variables: a) LCL b) Top Whisker c) Bottom Whisker d) Quartile 1 e) Quartile 3
7. Change the chart type for your KPI average to line, make the line transparent and activate markers for it so that it on
8. Select the median and change its chart type to a line.
9. Configure Height 1 to be transparent (Height 2 and Height 3 must have the same color)
10. Select "Not on goal" and change it's chart type to Area.
11. Click on Height 3 from the chart then go to: Layout -> Error Bars -> More error bars options and choose "Plus with C
12. Click on Height 2 from the chart then go to: Layout -> Error Bars -> More error bars options and choose "Minus with

Q1 (Aug-Sept-Oct)
80.77%
73.62%
73.38%
73.32%
73.28%
Exercise 4 72.78%
*Open a new excel file and create the same boxplot. 72.75%
72.63%
72.58%
72.51%
72.44%
72.36%
72.24%
72.22%
72.14%
72.09%
71.97%
71.91%
71.90%
71.90%
71.88%
71.84%
71.75%
71.70%
71.70%
71.46%
71.40%
71.37%
71.35%
71.33%
71.32%
71.31%
71.28%
71.20%
71.19%
71.16%
71.10%
71.09%
71.05%
71.02%
71.02%
71.00%
70.98%
70.93%
70.88%
70.86%
70.82%
70.81%
70.79%
70.78%
70.76%
70.74%
70.74%
70.72%
70.61%
70.61%
70.51%
70.43%
70.38%
70.34%
70.32%
70.28%
70.24%
70.20%
70.16%
70.15%
70.13%
70.12%
70.03%
70.01%
69.99%
69.98%
69.92%
69.80%
69.75%
69.74%
69.61%
69.55%
69.49%
69.43%
69.41%
69.28%
69.27%
69.24%
69.19%
69.18%
69.06%
69.02%
68.96%
68.93%
68.73%
68.19%
68.16%
66.67%
66.67%
63.41%
59.09%
55.00%
54.05%
50.00%
 72.0%

71.0%
necessary variables to chart a boxplot.

70.0%

ottom Whisker d) Quartile 1 e) Quartile 3 f) Maximum g) Minimum

69.0%
nt and activate markers for it so that it only shows a circle(point).

68.0%
same color)

67.0%
error bars options and choose "Plus with Cap"
error bars options and choose "Minus with Cap"
66.0%
Q1 (Aug-Sept-Oct)

Q2 (Sept-Oct-Nov)
72.51%
71.68%
71.28%
71.22%
71.21%
71.17%
71.09%
71.01%
70.70%
70.55%
70.36%
70.36%
70.35%
70.31%
70.30%
70.28%
70.27%
70.14%
70.12%
70.03%
70.02%
70.02%
69.92%
69.91%
69.86%
69.82%
69.79%
69.66%
69.66%
69.62%
69.61%
69.59%
69.59%
69.57%
69.57%
69.54%
69.53%
69.52%
69.49%
69.45%
69.42%
69.40%
69.39%
69.39%
69.37%
69.32%
69.31%
69.18%
69.17%
69.16%
69.12%
69.09%
69.08%
69.06%
69.04%
68.95%
68.95%
68.93%
68.92%
68.85%
68.79%
68.77%
68.76%
68.72%
68.71%
68.60%
68.59%
68.55%
68.52%
68.50%
68.44%
68.40%
68.39%
68.34%
68.33%
68.29%
68.28%
68.26%
68.05%
67.88%
67.87%
67.86%
67.85%
67.74%
67.57%
67.54%
67.52%
67.48%
67.34%
66.88%
66.77%
66.59%
66.34%
66.32%
65.91%
65.08%
64.71%
64.57%
64.48%
64.15%
 72.0%

71.0%

70.0%
NOT ON GOAL
HEIGHT3
69.0% HEIGHT2
HEIGHT1
68.0% MEDIAN
KPI Average
67.0%

66.0%
Q1 (Aug-Sept-Oct) Q2 (Sept-Oct-Nov)

Q1 (Aug-Sept-Oct) Q2 (Sept-Oct-Nov)
MINIMUM 50.0% 64.2%
QUARTILE1 69.7% 68.3%
MEDIAN 70.8% 69.1%
QUARTILE3 71.5% 69.8%
MAXIMUM 80.8% 72.5%

HEIGHT1 69.7% 68.3%

HEIGHT2 1.0% 0.8%
HEIGHT3 0.7% 0.7%
BOTTOM WHISKERS 2.7% 2.3%
TOP WHISKERS 2.7% 2.3%
KPI Average 70.1% 68.9%
NOT ON GOAL 70.0% 70.0%
LCL 69.0% 69.0%
Date/Week/Month KPI Performance Home
4/1/2013 9
4/2/2013 9
4/3/2013 9
4/4/2013 10 12
4/5/2013 9
4/6/2013 8 10 9 9 9
4/7/2013 9
8
4/8/2013 9
6

0
4/1/2013 4/2/2013 4/3/2013

2.00
1.80
1.60
1.40
1.20
1.00
0.80
0.60
0.40
0.20
0.00 0.00
0.00
4/1/2013 4/2/2013 4/3/2013
 XMR - Control Chart

10
9 9 9 9
8

13 4/3/2013 4/4/2013 4/5/2013 4/6/2013 4/7/2013 4/8/2013

XMR - Moving Range Chart

1.00 1.00 1.00 1.00

0 0.00 0.00

013 4/3/2013 4/4/2013 4/5/2013 4/6/2013 4/7/2013 4/8/2013

 Formulas
UCLx = Xbar + 3 mR/d2

LCLx = Xbar - 3 mR/d2

9
Control Chart Data
KPI
Xbar
UCLx X Value
LCLx R
mR
UCLr
Xbar
UCLx
LCLx
3 4/8/2013

R
mR
UCLr

0.00

3 4/8/2013
 Formulas Constant
UCLx = Xbar + 3 mR/d2 d2 1.128

LCLx = Xbar - 3 mR/d2 D4 3.27

Control Chart Data

9.00 9.00 9.00 10.00 9.00 8.00 9.00 9.00 #N/A #N/A
0.00 0.00 1.00 1.00 1.00 1.00 0.00
0.57 0.57 0.57 0.57 0.57 0.57 0.57
1.87 1.87 1.87 1.87 1.87 1.87 1.87 1.87
9.00 9.00 9.00 9.00 9.00 9.00 9.00 9.00
10.52 10.52 10.52 10.52 10.52 10.52 10.52 10.52
7.48 7.48 7.48 7.48 7.48 7.48 7.48 7.48
#N/A #N/A #N/A #N/A #N/A #N/A #N/A #N/A #N/A #N/A
#N/A #N/A #N/A #N/A #N/A #N/A #N/A #N/A #N/A #N/A
#N/A #N/A #N/A #N/A #N/A #N/A #N/A #N/A #N/A #N/A
#N/A #N/A #N/A #N/A #N/A #N/A #N/A #N/A #N/A #N/A
#N/A #N/A #N/A #N/A #N/A #N/A #N/A #N/A #N/A #N/A
#N/A #N/A #N/A #N/A #N/A #N/A #N/A #N/A #N/A #N/A
#N/A #N/A #N/A #N/A #N/A #N/A #N/A #N/A #N/A #N/A
#N/A #N/A #N/A #N/A #N/A #N/A #N/A #N/A #N/A #N/A
#N/A #N/A #N/A #N/A #N/A #N/A #N/A #N/A #N/A #N/A
#N/A #N/A #N/A #N/A #N/A #N/A #N/A #N/A #N/A #N/A
#N/A #N/A #N/A
 Associates Names KPI Performance Home
Perez, Winston 0.00
Garcia, Daniel 75.00
Simmons, Rodolfo 75.00
Bustos, Juan 80.00
Sandoval, Thelma 80.00
Delgadillo, Estefania 80.00
Martinez, Johana 80.00 16
Zamora, Blanca 82.50
Gonzales, Elton 85.00 14
Portobanco, Ariel 85.00
Lopez, Carlos 85.00 12
Rostran, Luis 85.00
10
Rocha, Mario 85.00
Romero, Claudia 85.00 8
Mena, Omayra 85.00
Adams, Darlyn 85.00 6
Aragon, Luis 85.00
4
Palacios, Karelia 87.50
Acevedo, Denis 90.00 2
Morales, Egberto 90.00
1 0 0 0 0
Fox, Sheneyka 90.00 0
Larios, Sofia 90.00 1 2 3 4 5

Sandigo, Ariel 90.00

Maradiaga, Thalia 90.00
Pineda, Mayerline 90.00
Bent, Denry 90.00
Muñoz, Marlon 90.00
Zelaya, Yorlin 90.00
Bendaña, Ana 90.00
Herrera, Jenny 90.00
Weil, Silvio 90.00
Corea, Vanessa 90.00
Sevilla, Jimmy 95.00
Gutierrez, Silvia 95.00
Orozco, Roger 95.00
Gutiérrez, Luanie 95.00
Rigby, Karelia 95.00
Garcia, Jorge 95.00
Lackwood, Vandon 95.00
Lopez, Judianne 95.00
Diaz, Nestor 95.00
Flores, Nestor 100.00
Porras, Kenneth 100.00
Humphreys, Peter 100.00
Arevalo, Juan 100.00
Tenorio, Ecer 100.00
Jimenez, Oscar 100.00
Newball, Keidy 100.00
Lopez, Jehu 100.00
Martinez, Francisco 100.00
Reyes, Gloria 100.00
Abea, Kevin 100.00
Galo, Ruddy 100.00
 # Of Categories (Bins) Desired [1-17] MIN MAX Range Bin Range Stdev AVG
17 0.00 100.00 100.00 5.88 14.29 89.06

Histogram
16

14

12

10

2
1 0 0 0 0 0 0 0 0 0 0 0 2
0
1 2 3 4 5 6 7 8 9 10 11 12 13
 LCL UCL
82 96

0.03

0.025

0.02

0.015

0.01

0.005

0 0 2 4 11 14 9 12
0
11 12 13 14 15 16 17 18
 Histogram Data

Category Range Min Range Max Range

0 0.00 - 5.88 0.00 5.88
1 5.88 - 11.76 5.88 11.76
2 11.76 - 17.65 11.76 17.65
3 17.65 - 23.53 17.65 23.53
4 23.53 - 29.41 23.53 29.41
5 29.41 - 35.29 29.41 35.29
6 35.29 - 41.18 35.29 41.18
7 41.18 - 47.06 41.18 47.06
8 47.06 - 52.94 47.06 52.94
9 52.94 - 58.82 52.94 58.82
10 58.82 - 64.71 58.82 64.71
11 64.71 - 70.59 64.71 70.59
12 70.59 - 76.47 70.59 76.47
13 76.47 - 82.35 76.47 82.35
14 82.35 - 88.24 82.35 88.24
15 88.24 - 94.12 88.24 94.12
16 94.12 - 100.00 94.12 100.00
17 100.00 - 105.88 100.00 105.88
# of Associates N Value
1 2.774E-11
0 3.611E-10
0 3.967E-09
0 3.679E-08
0 2.88E-07
0 1.903E-06
0 1.061E-05
0 5E-05
0 0.000199
0 0.000666
0 0.001885
0 0.004504
2 0.009086
4 0.01547
11 0.022233
14 0.02697
9 0.027616
12 0.023869
 Associates Names Y (Dependent) Variable Values X (Independent) Variable Values
Perez, Winston 0.00 0.00
Garcia, Daniel 75.00 75.00
Simmons, Rodolfo 75.00 75.00
Bustos, Juan 80.00 80.00
Sandoval, Thelma 80.00 80.00
Delgadillo, Estefania 80.00 80.00
Martinez, Johana 80.00 80.00
Zamora, Blanca 82.50 82.50
Gonzales, Elton 85.00 85.00
Portobanco, Ariel 85.00 85.00
Lopez, Carlos 85.00 85.00
Rostran, Luis 85.00 85.00
Rocha, Mario 85.00 85.00
Romero, Claudia 85.00 85.00
Mena, Omayra 85.00 85.00
Adams, Darlyn 85.00 85.00
Aragon, Luis 85.00 85.00
Palacios, Karelia 87.50 87.50
Acevedo, Denis 90.00 90.00
Morales, Egberto 90.00 90.00
Fox, Sheneyka 90.00 90.00
Larios, Sofia 90.00 90.00
Sandigo, Ariel 90.00 90.00
Maradiaga, Thalia 90.00 90.00
Pineda, Mayerline 90.00 90.00
Bent, Denry 90.00 90.00
Muñoz, Marlon 90.00 90.00
Zelaya, Yorlin 90.00 90.00
Bendaña, Ana 90.00 90.00
Herrera, Jenny 90.00 90.00
Weil, Silvio 90.00 90.00
Corea, Vanessa 90.00 90.00
Sevilla, Jimmy 95.00 95.00
Gutierrez, Silvia 95.00 95.00
Orozco, Roger 95.00 95.00
Gutiérrez, Luanie 95.00 95.00
Rigby, Karelia 95.00 95.00
Garcia, Jorge 95.00 95.00
Lackwood, Vandon 95.00 95.00
Lopez, Judianne 95.00 95.00
Diaz, Nestor 95.00 95.00
Flores, Nestor 100.00 100.00
Porras, Kenneth 100.00 100.00
Humphreys, Peter 100.00 100.00
Arevalo, Juan 100.00 100.00
Tenorio, Ecer 100.00 100.00
Jimenez, Oscar 100.00 100.00
Newball, Keidy 100.00 100.00
Lopez, Jehu 100.00 100.00
Martinez, Francisco 100.00 100.00
Reyes, Gloria 100.00 100.00
Abea, Kevin 100.00 100.00
Galo, Ruddy 100.00 100.00
Home

Scatter Plot w/Regression Line

120.00

100.00
f(x) = x
R² = 1
80.00

60.00

40.00

20.00

0.00
0.00 20.00 40.00 60.00 80.00 100.00
n Line

80.00 100.00 120.00

Home Flow Chart
Step Customer Group 1 Group 2 Group 3

Request
for Activity 1
Product

Activity 2

Decision Y
?

N
Document

Request
Satisfied
 1st Week 2nd Week 3rd Week 4th Week
Associates Names
Performance Performance Performance Performance Home

Perez, Winston 0.00 99.00 20.00 51.00

Garcia, Daniel 75.00 91.00 34.00 68.00
Simmons, Rodolfo 75.00 85.00 10.00 60.00
Bustos, Juan 80.00 83.00 47.00 58.00
Sandoval, Thelma 80.00 93.00 32.00 60.00
100.00
Delgadillo, Estefania 80.00 77.00 0.00 72.00
Martinez, Johana 80.00 52.00 3.00 74.00 90.00
Zamora, Blanca 82.50 59.00 36.00 75.00
80.00
Gonzales, Elton 85.00 80.00 21.00 54.00
Portobanco, Ariel 85.00 55.00 9.00 52.00 70.00
Lopez, Carlos 85.00 52.00 15.00 51.00
60.00
Rostran, Luis 85.00 99.00 27.00 64.00
Rocha, Mario 85.00 70.00 6.00 61.00 50.00
Romero, Claudia 85.00 72.00 27.00 61.00
40.00
Mena, Omayra 85.00 100.00 13.00 70.00
Adams, Darlyn 85.00 67.00 29.00 61.00 30.00
Aragon, Luis 85.00 66.00 11.00 62.00
20.00
Palacios, Karelia 87.50 73.00 27.00 60.00
Acevedo, Denis 90.00 65.00 42.00 61.00 10.00
Morales, Egberto 90.00 58.00 1.00 56.00
0.00
Fox, Sheneyka 90.00 70.00 12.00 59.00 1st Week P
Larios, Sofia 90.00 99.00 6.00 53.00
Sandigo, Ariel 90.00 89.00 14.00 73.00
Maradiaga, Thalia 90.00 60.00 26.00 58.00
Pineda, Mayerline 90.00 93.00 48.00 70.00
Bent, Denry 90.00 51.00 48.00 55.00
Muñoz, Marlon 90.00 52.00 13.00 65.00
Zelaya, Yorlin 90.00 54.00 37.00 63.00
Bendaña, Ana 90.00 81.00 50.00 71.00
Herrera, Jenny 90.00 87.00 42.00 72.00
Weil, Silvio 90.00 72.00 25.00 50.00
Corea, Vanessa 90.00 88.00 17.00 71.00
Sevilla, Jimmy 95.00 96.00 49.00 72.00
Gutierrez, Silvia 95.00 52.00 5.00 65.00
Orozco, Roger 95.00 90.00 10.00 52.00
Gutiérrez, Luanie 95.00 80.00 14.00 59.00
Rigby, Karelia 95.00 52.00 33.00 51.00
Garcia, Jorge 95.00 57.00 0.00 69.00
Lackwood, Vandon 95.00 65.00 12.00 64.00
Lopez, Judianne 95.00 58.00 37.00 67.00
Diaz, Nestor 95.00 51.00 30.00 57.00
Flores, Nestor 100.00 99.00 31.00 70.00
Porras, Kenneth 100.00 67.00 37.00 74.00
Humphreys, Peter 100.00 66.00 18.00 54.00
Arevalo, Juan 100.00 95.00 46.00 52.00
Tenorio, Ecer 100.00 96.00 21.00 74.00
Jimenez, Oscar 100.00 78.00 9.00 57.00
Newball, Keidy 100.00 56.00 22.00 75.00
Lopez, Jehu 100.00 58.00 15.00 59.00
Martinez, Francisco 100.00 93.00 43.00 51.00
Reyes, Gloria 100.00 99.00 19.00 59.00
Abea, Kevin 100.00 88.00 29.00 54.00
Galo, Ruddy 100.00 59.00 40.00 63.00
 Boxplot of KPI per Week
100.00

90.00

80.00

70.00

60.00

50.00

40.00

30.00

20.00

10.00

0.00
1st Week Performance 2nd Week Performance 3rd Week Performance

RED ZONE [input ->] HEIGHT1 HEIGHT2 HEIGHT3 MEDIAN KPI Average
erformance 4th Week Performance

MEDIAN KPI Average

 1st Week Performance 2nd Week Performance
MINIMUM 0.00 51.00
QUARTILE1 85.00 58.00
MEDIAN 90.00 72.00
QUARTILE3 95.00 90.00
MAXIMUM 100.00 100.00

HEIGHT1 85.00 58.00

HEIGHT2 5.00 14.00
HEIGHT3 5.00 18.00
BOTTOM WHISKERS 15.00 7.00
TOP WHISKERS 5.00 10.00
KPI Average 89.06 74.47
RED ZONE [input ->] 70.00 70.00
LCL 0.69 0.69
3rd Week Performance 4th Week Performance
0.00 50.00
12.00 56.00
22.00 61.00
36.00 70.00
50.00 75.00

12.00 56.00
10.00 5.00
14.00 9.00
12.00 6.00
14.00 5.00
23.92 62.06
70.00 70.00
0.69 0.69
 Coach / Call Driver Amt. of Calls KPI RESULT Impact Home
Call Driver #2 4672.00 20.00 4.77%
Call Driver #20 4872.00 66.00 1.71%
Call Driver #22 4532.00 65.00 1.65%
Call Driver #12 4199.00 65.00 1.53%
Call Driver #4 4041.00 66.00 1.42%
Call Driver #17 3781.00 65.00 1.38%
Call Driver #7 4993.00 73.00 1.24%
Call Driver #11 3777.00 73.00 0.94%
Call Driver #1 3349.00 72.00 0.88%
Call Driver #6 2265.00 65.00 0.83%
Call Driver #3 1953.00 67.00 0.66%
Call Driver #15 1777.00 66.00 0.62%
Call Driver #8 2260.00 73.00 0.56%
Call Driver #18 1393.00 65.00 0.51%
Call Driver #10 1990.00 73.00 0.49%
Call Driver #9 1278.00 66.00 0.45%
Call Driver #21 2649.00 80.00 0.39%
Call Driver #5 1452.00 73.00 0.36%
Call Driver #13 2153.00 80.00 0.31%
Call Driver #25 1946.00 80.00 0.28%
Call Driver #14 4357.00 100.00 0.00%
Call Driver #23 3966.00 100.00 0.00%
Call Driver #19 3149.00 100.00 0.00%
Call Driver #24 2904.00 100.00 0.00%
Call Driver #16 2415.00 100.00 0.00%
Coach / Call Driver Amt. of Calls KPI RESULT Impact Input your data according to the headers from colu
Call Driver #2 4672 20 4.77% and sort the values depending on the pareto you w
Call Driver #20 4872 66 1.71%
Call Driver #22 4532 65 1.65%
Call Driver #12 4199 65 1.53%
Call Driver #4 4041 66 1.42% 7.00%
Call Driver #17 3781 65 1.38% 6.00%
Call Driver #7 4993 73 1.24% 5.00%
Call Driver #11 3777 73 0.94% 4.00% 41
34%
Call Driver #1 3349 72 0.88% 3.00% 29%
24%
2.00% 18%
Call Driver #6 2265 65 0.83% 13%
1.00% 6%
Call Driver #3 1953 67 0.66% 6% 6% 6% 6% 5% 5% 7
Call Driver #15 1777 66 0.62% 0.00%
Call Driver #8 2260 73 0.56% 1 2 3 4 5 6
Call Driver #18 1393 65 0.51%
Call Driver #10 1990 73 0.49%
Call Driver #9 1278 66 0.45%
Call Driver #21 2649 80 0.39%
Call Driver #5 1452 73 0.36%
Call Driver #13 2153 80 0.31%
Call Driver #25 1946 80 0.28% 25.00%
Call Driver #23 3966 100 0.00%
20.00% 6
Call Driver #19 3149 100 0.00% 59%
53%
Call Driver #24 2904 100 0.00% 15.00% 46%
39%
Call Driver #14 4357 100 0.00% 31%
10.00%
Call Driver #16 2415 100 0.00% 23%
5.00%
23% 8% 8% 7% 7% 7%
0.00%
1 2 3 4 5 6
ing to the headers from columns A-D, refresh the pivot table KPI AVERAGE Total Calls Input KPI Goal
pending on the pareto you want to use. 74.12 76123 90

Pareto - Amount of Calls

75% 78%
71% 73%
65% 67%
61% 63%
56% 58%
50% 53%
46%
41%
34%
29%
24%
18%

6% 6% 5% 5% 7% 5% 4% 3% 3% 2% 3% 2% 3% 2% 3% 2% 3% 3%

3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 3 9 4 4
r #2 r #1 r #2 r #1
e e e e
Driv D riv Driv Driv
ll ll ll ll ll D
Ca Ca Ca Ca Ca

Amt. of Calls Amt. of Calls FA%

Pareto - Call Drivers Impact

78%
74%
70%
65%
59%
53%
46%
39%

8% 7% 7% 7% 6% 4% 4% 4%

3 4 5 6 7 8 9 10 3 5 8 8 0 9 1 5 3 5 3 9 4 4
er# r #1 er# r #1 r #1 er# r #2 er# r #1 r #2 r #2 r #1 r #2 r #1
riv riv
e
Dr
iv
riv
e
riv
e
Dr
iv
riv
e
Dr
iv
riv
e
riv
e
riv
e
riv
e
riv
e
riv
e
la l D ll D l l
ll D ll D ll
ll D ll
ll D ll D ll D ll D ll D ll D ll D
C Ca Ca Ca Ca Ca Ca Ca Ca Ca Ca Ca Ca Ca Ca

KPI RESULT Impact FA%

 90.00%
80.00%
70.00%
60.00%
50.00%
40.00%
30.00%
20.00%
10.00%
0.00%
3 9 4 4 6
r #2 r #1 r #2 r #1 r #1
e e e e e
D riv Driv Driv Driv
ll ll ll ll
Ca Ca Ca Ca

90.00%
80.00%
70.00%
60.00%
50.00%
40.00%
30.00%
20.00%
10.00%
0.00%
3 9 4 4 6
r #2 r #1 r #2 r #1 r #1
e e e e e
Driv Driv Driv Driv
ll ll ll ll
Ca Ca Ca Ca
Amt. of Calls FR% Impact FR% Amt. of Calls FA% Impact FA%
6.14% 22.75% 6.14% 22.75%
6.40% 8.14% 12.54% 30.89%
5.95% 7.88% 18.49% 38.77%
5.52% 7.30% 24.01% 46.08%
5.31% 6.75% 29.32% 52.83%
4.97% 6.58% 34.28% 59.40%
6.56% 5.91% 40.84% 65.31%
4.96% 4.47% 45.80% 69.78%
4.40% 4.19% 50.20% 73.97%
2.98% 3.94% 53.18% 77.91%
2.57% 3.13% 55.74%
2.33% 2.97% 58.08%
2.97% 2.67% 61.05%
1.83% 2.42% 62.88%
2.61% 2.35% 65.49%
1.68% 2.13% 67.17%
3.48% 1.84% 70.65%
1.91% 1.72% 72.56%
2.83% 1.50% 75.39%
2.56% 1.35% 77.94%
5.21% 0.00%
4.14% 0.00%
3.81% 0.00%
5.72% 0.00%
3.17% 0.00%