AKA | N/A |
Classification | Analyzing/Trending (AT) |
The window analysis technique is used to determine the potential root causes(s) of a performance problem. Developed by Fyuji Fukuda from Johari's window model, this technique questions any two parties, individuals, or organizational units, if a practice, procedure, or a set of work instructions is known and practiced in order to prevent or minimize performance problems.
To identify root causes of a performance problem.
To verify the adherence to company practices, procedures, or work instructions by all organizational units.
To investigate if performance problems could have been prevented.
→ | Select and define problem or opportunity |
→ | Identify and analyze causes or potential change |
→ | Develop and plan possible solutions or change |
Implement and evaluate solution or change | |
Measure and report solution or change results | |
Recognize and reward team efforts |
Research/statistics | |
Creativity/innovation | |
Engineering | |
Project management | |
2 | Manufacturing |
Marketing/sales | |
Administration/documentation | |
3 | Servicing/support |
Customer/quality metrics | |
1 | Change management |
before
Five Whys
Brainstorming
Cause and Effect Diagram (CED)
Fault Tree Analysis
Process Analysis
after
Problem Specification
Countermeasures Matrix
Potential Problem Analysis (PPA)
What-If Analysis
Cost-Benefit Analysis
Window categories descriptions:
Practices, procedures, or work instructions have been established and both parties (party X and Y) use this information to minimize performance problems. Status: Company directives are followed.
Practices, procedures, or work instructions have been established; however, party X or Y does not use this information correctly. Status: Company directives are not always followed.
Practices, procedures, or work instructions have been established; however, party X or Y does not have this information. Status: Company directives were not communicated to some parties.
Practices, procedures, or work instructions have not been established and, therefore, neither party (party X and Y) has this information. Status: Company directives need to be communicated to make information available to all parties.
Known = not known (negation of known).
For more information: The Johari Window: A Model for Soliciting and Giving Feedback, by P. G. Hanson in 1973 Annual Handbook for Group Facilitators, edited by John. E. Jones and J. William Pfeifer. San Diego, CA: University Associates.
STEP 1 A team is assembled with representation from the organizational units to be analyzed. See example Lack of Adherence to World Class Practices: Quality Function Deployment (QFD), Design of Experiments (DOE), Cycle Time Management (CTM).
STEP 2 Participants identify and discuss perceived performance problems. A priority list of no more than five problems is developed.
STEP 3 Using the window diagram, participants systematically explore all squares and discuss each category (A–D) to identify which window square best represents the true situation.
STEP 4 Lastly, participants receive assignments to collect data to prove or disprove a particular category (B-D) previously selected as a potential root cause or the problem.