Tool Name Type of Problem Effectiveness When to Use When Not to Use Points to Take Care During Analysis

Root cause When the problem is For complex, multi-

5 Why High for simple Ensure each "Why" leads logically to the
identification for straightforward, and root faceted problems where
Analysis issues next, avoiding assumptions.
simple problems cause needs identification deeper analysis is needed

For urgent issues

Complex, recurring, For structured problem-
8D Problem High for requiring immediate Follow all steps systematically and involve
or customer solving involving teams
Solving structured issues action without detailed cross-functional teams.
complaints and multiple steps
investigation

For identifying failure For non-critical problems

Fault Tree Systematic analysis High for critical Use precise and accurate data to ensure
modes and understanding or issues without well-
Analysis (FTA) of failures and risks issues credible results.
their impact defined failure data

Cause-and- When detailed data is

When you need to
Effect Visualizing potential already available, and Engage cross-functional teams to cover all
Medium-High brainstorm potential
(Ishikawa) causes of a problem advanced tools like FMEA potential causes.
causes of a problem
Diagram or RCA are needed

For problems where the

Design of For optimizing processes,
Optimizing process Very High for relationship between Define factors, levels, and responses
Experiments improving performance,
parameters optimization variables is already clearly; ensure statistical rigor.
(DOE) and reducing variability
established

Paired When comparing multiple For problems requiring

Decision-making Medium for Use clear criteria and involve stakeholders
Comparison solutions or prioritizing detailed quantitative
between alternatives prioritization to align priorities.
Analysis actions analysis
Quantitative analysis For identifying For qualitative problems
Regression High for data- Ensure assumptions like linearity,
of variable correlations or predicting or data with weak
Analysis driven issues independence, and normality are met.
relationships outcomes relationships
When monitoring For processes that lack
Monitoring process High for process Use appropriate control chart types for the
Control Charts ongoing processes for historical data or are not
stability control data (e.g., X-bar, R, P charts).
stability repetitive

For identifying the most

Pareto Identifying critical High for significant causes For problems with evenly Ensure accurate categorization of causes
Analysis problems to focus on prioritization contributing to an issue distributed causes and avoid overlooking smaller factors.
(80/20 rule)

FMEA (Failure For urgent, reactive

For assessing risks in new
Modes and Preventive risk Very High for problems without time Focus on high-severity and high-occurrence
designs, processes, or
Effects identification prevention for a detailed preventive risks; involve relevant stakeholders.
systems
Analysis) approach

For exploring multiple For problems requiring

Generating ideas for Medium for Facilitate inclusiveness and document all
Brainstorming solutions or root causes in structured, data-driven
solving problems creativity ideas for further analysis.
a collaborative setting analysis

When grouping and

For simple problems
Affinity Organizing ideas and organizing diverse ideas Use meaningful categories that align with
Medium-High where categorization is
Diagram information from brainstorming the problem's context.
unnecessary
sessions

For qualitative issues or

Understanding data High for visual For analyzing variation in Choose appropriate intervals to avoid
Histogram data lacking measurable
distribution insights processes or outcomes misinterpretation of the data.
parameters

Identifying
For exploring correlations For unrelated or non- Ensure data points are sufficient to
Scatter Plot relationships Medium-High
between variables linear data establish a meaningful pattern.
between variables
Deep-dive
Root Cause Very High for For solving recurring, high- For surface-level issues Use systematic methods like Ishikawa or 5
investigation into
Analysis (RCA) resolution impact problems where quick fixes suffice Whys to ensure a thorough approach.
root causes
For technical or
Understanding For prioritizing features or
operational problems Categorize features correctly as basic,
Kano Model customer needs and Medium-High services based on
unrelated to customer performance, or delight factors.
expectations customer satisfaction
expectations

Value Stream
Process improvement High for Lean For identifying waste and For isolated issues Ensure all process steps are accurately
Mapping
and waste reduction improvements inefficiencies in processes unrelated to process flow captured and include stakeholders’ input.
(VSM)

Continuous For one-time problems

High for For ongoing process Focus on small, measurable improvements;
Kaizen improvement of requiring immediate
incremental gains improvement initiatives encourage team participation.
processes solutions

Verifying For validating process For problems where data

Hypothesis High for statistical Define null and alternative hypotheses
assumptions with changes or testing new collection is not feasible
Testing rigor clearly; ensure sample size adequacy.
data methods or time-consuming