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The test matrix is to be determined a simplified procedure around lack and their causes. Lack are opposite placed thereby possible cause categories. In the intersection of lack and cause category are looked for the actual causes. (see )

With the test matrix it concerns an advancement of the weak point and test question catalogs and serves themselves causally the purposeful, systematic analysis of organizational lack as well as their causes.

Goals/problems/causes

By means of weakpoint analysis substantial project problems are brought up for discussion and a structuring of the primary causes is made possible.

The result results from the quantitative linkage of problems with their possible causes. The developing numerical value - as a function of the number of problems - characterizes primary cause starting points.

Objective

To reduce momentary situations to problem starting points and differentiate according to their problem amassment. On the basis of a general cause problem toward concrete problem-specific test matrix one proceeds.

Causes identify

Itself by a total process pulling possible causes must be identified, on as superordinate a level as possible, and represented comprehensively.

These causes can be organizational, more technically, more kommunikativer, etc. nature.

Problems list

Most different problems, without view of the causes, are listed.

Independently of it cannot "yield" generally between criteria, thus in monetary value or numbers representable problems as for example overloaded, frustrated coworkers and "hard" criteria, as are differentiated recession in sales etc.

The matrix

In form of a matrix the two ranges causes as well as problems are registered in each case in columns and/or lines.

possible problems

By structured querying of all cause categories for each problem and/or lack the relevant causes can be assigned to the individual problems.

  • The numerical value 1 is assigned, if a cause for a problem is relevant.
  • No numerical value and/or the number of 0 assigned if a cause for a problem is not relevant.
Causes/problemsProblem of AProblem of BProblem of CProblem of DProblem of EProblem of FSum
A cause 10000112
A cause 21111015
A cause 31101014
A cause 40000101

Subsequently, all relevant problem situations are summed up to the special causes.

One receives now the number of problem situation per a cause and can thereby strongly problematic causes from apparently fewer problematic differentiate. An emphasis setting in further problem solution is facilitated thereby.

  • In the upper example primarily the causes 2 (5 points of problem relevantly) and 3 (4 points of problem relevantly) are responsible for the problems. Corresponding the solutions are to be put on.

Pro and cons

Advantages

  • Whole cause bundles can be seized.
  • It exists to consider the methodical obligation several causes.
  • This increases the probability substantial lack to recognize.
  • This method is well suitable, if a multiplicity "yield on "and "hard "problems be linked must.

Disadvantages

  • The problem selection, above all the number of problems for each situation, is strongly subjectively coined/shaped.
  • A distortion and/or a manipulation of the result is relatively easily possible.
  • "Switch "criteria with "hard "criteria are compared directly.
  • The number of problems - quantity - does not reflect the importance of individual qualitative factors again.
  • All conceivable lack and lack causes during the analysis production to really know and/or recognize is difficult.
  • A weighting of the individual problems effected non all problem situations are equivalent with this method.

Result

The problem cause matrix puts a simple, relatively little time-consuming procedure, in order to structure and quantify on few causes a multiplicity at linkable often with difficulty with one another problem situations. Rapid problem causes an aspect is well representable thereby.

Literature

  • Schmidt, Method and techniques of the organization, pouring, 1994, ISBN 3921313627
  • Grochla, Erwin: Bases of the organizational organization Stuttgart 1984, ISBN 3499211157

Left

  • Cause effect diagram
  • Quality management
  • Quality method

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