write five advantages and disavantages of “FLOW CHARTS, BRAINSTORMING, PARETO CHARTS, RUN CHARTS”
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- · Communication: Flowcharts are better way of communicating the logic of a system to all concerned.
- · Effective analysis: With the help of flowchart, problem can be analysed in more effective way.
- · Proper documentation: Program flowcharts serve as a good program documentation, which is needed for various purposes.
- · Efficient Coding: The flowcharts act as a guide or blueprint during the systems analysis and program development phase.
- · Proper Debugging: The flowchart helps in debugging process.
- Complex logic: – Sometimes, the program logic is quite complicated. In that case, flowchart becomes complex and clumsy.
- Alterations and Modifications: – If alterations are required the flowchart may require re-drawing completely.
- Reproduction: – As the flowchart symbols cannot be typed, reproduction of flowchart becomes a problem.
- The essentials of what is done can easily be lost in the technical details of how it is done.
- People need to understand what a flowchart is for and what the different symbols mean. It can look quite daunting until you are familiar with the symbols.
- · A brainstorming session is often the last resort when other techniques and methods do not deliver the desired solutions.
- · There are only a few basic rules to follow. These are easy to learn and perform. Once the rules are accepted by all particpants, any barriers to creativity fall quickly.
- · In addition, the costs for a brainstorming session are very low in relation to the output. With tricider, it is completely free and even faster to organize.
- · The biggest advantage is the high amount of generated ideas. At best, participants with different knowledge and different experiences come together. They bring together various ideas and suggestions. Sometimes “non-professionals” have the best and ideas and inspire the expert with their unusual ideas.
- · Because the ideas are not criticized or rejected during a brainstorming session, interesting proposals can be refined gradually.
- •In a group participants have to listen to others and may spend time repeating their ideas until they get sufficient attention.
- •Going through the protocol, processing and ordering the ideas can become a complex procedure. This also depends on the number and order of the generated ideas.
- Advising participants to let others speak without making them feel offended or intimidated can be difficult.
- •Participants with the ability to express their ideas faster and more effective gain the general attention of the group. Some form of leadership can be formed in this way within the group, which might make participants feel intimidated.
- •On the one hand, people are not very skilled at controlling their non-verbal reactions and might influence the creativity of others with their posture, gestures or facial expressions.
- •More discrete or introvert participants might find it difficult to express their crazy or unorthodox ideas.
- Organizational Efficiency – A Pareto analysis requires that individuals list changes that are needed or organizational problems. Once the changes or problems are listed, they are ranked in order from the biggest to the least severe. The problems ranked highest in severity should become the main focus for problem resolution or improvement. Focusing on problems causes and problem resolution contributes to organizational efficiency.
- Enhanced Problem-Solving Skills – You can improve your problem-solving skills when you conduct a Pareto analysis, because it enables you to organize work-related problems into cohesive facts. Once you’ve clearly outlined these facts, you can begin the planning necessary to solve the problems.
- Improved Decision Making – Individuals who conduct a Pareto analysis can measure and compare the impact of changes that take place in an organization. With a focus on resolving problems, the procedures and processes required to make the changes should be documented during a Pareto analysis. This documentation will enable better preparation and improvements in decision making for future changes.
- Focus On The Past – Although Pareto analysis provides a useful interpretation of how some factors have contributed to past problems, the sole reliance on past information can be deceptive. Small-businesses owners may find that the past data used in a Pareto analysis does not accurately represent the company’s current situation.
- Inaccurate Problem Scoring – A major step in a Pareto analysis starts with scoring the severity of the problems facing the small businesses. For instance, if the small-business owner applies a Pareto analysis to finding cost centers, he may choose to assign values to problems based on how much they are costing the company. The cost centers with the highest scores should receive the highest priority. However, if those cost centers are vital to how the business operates, any attempts at cutting costs could do more harm than good.
- Mistaken Applications – Although Pareto analysis can be useful in many situations, some small-business owners may extend its usefulness beyond its intended applications. For instance, a small-business owner may wish to apply Pareto analysis to his clients to determine which ones bring in the most revenue. The results should show that the clients who bring in the highest revenue deserve the most time, while those lower on the revenue scale should receive less attention.
- Output Time Factors – Pareto analysis may show the fraction of revenues or costs the small business incurs from various factors, but it disregards the time that goes into producing each of those factors. These factors can include the time taken to recruit a client, the time needed to gather raw materials or the hours used in producing software programs.
- Inaccurate Scoring – The core facet of a successful Pareto analysis lies in the accuracy of the scoring of each issue. Small-business owners who fail to assign the proper scoring to each factor on the Pareto chart will receive inaccurate results. For example, say the company’s shipping manager conducts a Pareto analysis on problems within his department.
- They help improvement teams formulate aims by depicting how well (or poorly) a process is performing.
- They help in determining when changes are truly improvements by displaying a pattern of data that you can observe as you make changes.
- They give direction as you work on improvement and information about the value of particular changes.
- run charts are designed for the early detection of signals of improvement or degradation in a process over time. However, run charts are not capable of determining if a process is stable
- Using control chart language with run charts can create confusion because the two methods include different rules for identifying non-random patterns.
- Run chart sometimes are represented with no signals of non-random variation there are situations in healthcare settings where the data are discrete and can make use of the run chart rules more complex.
- Run charts require judgement and understanding of the context and situation in which the data are collected and presented because it is ultimately the context of a situation that drives the predictions and goals.
- Using run charts, and other statistical process control tools, requires more regular monitoring and data collection for the purposes of better understanding the voice of the process