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The complexity of problem solving requires use of quality tools to assist in the organization and analysis of information and data surrounding the concern. A proposed classification scheme for problem‐solving tools allows the user to identify the correct tool at the proper time in the problem‐solving process. This may assist the problem solver to efficiently and effectively work toward problem solution. The classification scheme, in the form of a matrix, identifies, organizes, and defines tools of the six sigma problem‐solving process as taught and implemented at a large manufacturing company.

Development of a problem‐solving matrix to enable more efficient and effective use of tools applied to a six sigma project in a large manufacturing company.

The application of the methodology to a case study in a large manufacturing company related to an Air Conditioning (A/C) No Fill concern. The exercise of applying the six sigma tools matrix to this project would have been improved if conducted at the beginning of the six sigma Belt training and start of the A/C No Fill project.

Since, the matrix was not fully completed at the start of either the training or the project, the team was unable to begin using the developed matrix until midway through both. This posed some limitations in judging the efficiency and effectiveness of the matrix. Although it is believed that both were improved, the maximum benefit may not have been achieved because of timing in application. Future application of the matrix should commence at the beginning of the project to enable maximum results for more efficient and effective problem solving and identification of proposed solution.

Manufacturing and service organizations can improve their problem‐solving methodology by using the approach outlined in this paper. It will enable companies to better “match” the tools necessary to solve real‐life business problems.

Although this approach uses existing quality management and problem‐solving tools, its novel application in the development of a more thorough approach to problem solving, aided by the classification of problem‐solving tools may enable companies to more successfully and expeditiously reach proposed solutions.

The main purpose of this study is to investigate Ishikawa’s statement that “95% of problems in processes can be accomplished using the 7 Quality Control (QC) tools” and explore its validity within the health-care sector. The study will analyze the usage of the 7 QC tools in the health-care service sector and the benefits, challenges and critical success factors (CSFs) for the application of the 7 QC tools in this sector.

In order to evaluate Ishikawa’s statement and how valid his statement is for the health-care sector, an online survey instrument was developed, and data collection was performed utilizing a stratified random sampling strategy. The main strata/clusters were formed by health-care professionals working in all aspects of health-care organizations and functions. A total of 168 participants from European health-care facilities responded to the survey.

The main finding of this study is that 62% of respondents were trained in the 7 QC tools. Only 3% of participants in the health-care sector perceived that the seven tools of QC can solve above 90% of quality problems as originally claimed by Dr Ishikawa. Another relevant finding presented in this paper is that Histograms, Cause and Effect diagrams and check sheets are the most used tools in the health-care sector. The least used tools are Stratification and Scatter diagrams. This paper also revealed that the 7 QC tools proposed by Dr Ishikawa were most used in hospital wards and in administration functions. This work also presents a list of CSFs required for the proper application of the 7 QC tools in healthcare.

This research was carried out in European health-care facilities – and there is an opportunity to expand the study across global health-care facilities. There is also an opportunity to study the use of the tools and their impact on hospital performance using the Action Research methodology in a health-care organization.

To the best of the authors’ knowledge, this is the very first research within the health-care sector that focused on investigating the usage of all the 7 basic tools and challenging Dr Ishikawa’s statement: “95% of problems in processes can be accomplished using the 7 Quality Control (QC) tools” from his book “What is Quality Control?” The results of this study represent an important first step toward a full understanding of the applicability of these tools in the health-care sector.