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7/30/2019 80Pareto analysis
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80/20 Rule (aka 80:20 Rule or 80 20 Rule)
ByKerri Simon
Vilfredo Pareto was an economist who is credited with establishing what is now widely known asthe Pareto Principle or 80/20 rule. When he discovered the principle, it established that 80% ofthe land in Italy was owned by 20% of the population. Later, he discovered that the paretoprinciple was valid in other parts of his life, such as gardening: 80% of his garden peas were
produced by 20% of the peapods.
Some Sample 80/20 Rule Applications
80% of process defects arise from 20% of the process issues. 20% of your sales force produces 80% of your company revenues. 80% of delays in schedule arise from 20% of the possible causes of the delays. 80% of customer complaints arise from 20% of your products or services.(The above examples are rough estimates.)
The Pareto effect.
In practically every industrial country a small proportion of all the factories employ a
disproportionate number of factory operatives. In some countries 15 percent of the
firms employ 70 percent of the people. This same state of affairs is repeated time
after time. In retailing for example, one usually finds that up to 80 percent of the
turnover is accounted for by 20 percent of the lines.
This effect, known as the 80 : 20 rule, can be observed in action so often that it
seems to be almost a universal truth. As several economists have pointed out, at theturn of the century the bulk of the countrys wealth was in the hands of a small
number of people.
This fact gave rise to the Pareto effector Paretos law: a small proportion of causes
produce a large proportion of results. Thus frequently a vital few causes may need
special attention wile the trivial many may warrant very little. It is this phrase that is
Related Tools &Articles
Bar Chart
Pareto Chart
Histogram
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most commonly used in talking about the Pareto effect the vital few and the trivial
many. A vital few customers may account for a very large percentage of total sales.
A vital few taxes produce the bulk of total revenue. A vital few improvements can
produce the bulk of the results.
The Pareto effect is named after Vilfredo Pareto, an economist and sociologist who
lived from 1848 to 1923. Originally trained as an engineer he was a one time
managing director of a group of coalmines. Later he took the chair of economics at
Lausanne University, ultimately becoming a recluse. Mussolini made him a senator in
1922 but by his death in 1923 he was already at odds with the regime. Pareto was
an elitist believing that the concept of the vital few and the trivial many extended to
human beings.
Much of his writing is now out of favour and some people would like to re-name the
effect after Mosca, or even Lorenz. However it is too late now the Pareto principle
has earned its place in the managers kit of productivity improvement tools.
This method stems in the first place from Paretos suggestion of a curve of the
distribution of wealth in a book of 1896. Whatever the source, the phrase of the vital
few and the trivial many deserves a place in every managers thinking. It is itself
one of the most vital concepts in modern management. The results of thinking along
Pareto lines are immense.
For example, we may have a large number of customer complaints, a lot of shop
floor accidents, a high percentage of rejects, and a sudden increase in costs etc. The
first stage is to carry out a Pareto analysis. This is nothing more than a list of causes
in descending order of their frequency or occurrence. This list automatically reveals
the vital few at the top of the list, gradually tailing off into the trivial many at the
bottom of the list. Managements task is now clear and unavoidable: effort must be
expended on those vital few at the head of the list first. This is because nothing of
importance can take place unless it affects the vital few. Thus managementsattention is unavoidably focussed where it will do most good.
Another example is stock control. You frequently find an elaborate procedure for
stock control with considerable paperwork flow. This is usually because the systems
and procedures are geared to the most costly or fast-moving items. As a result trivial
parts may cost a firm more in paperwork than they cost to purchase or to produce.
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An answer is to split the stock into three types, usually called A, B and C. Grade A
items are the top 10 percent or so in money terms while grade C are the bottom 50-
75 percent. Grade B are the items in between. It is often well worthwhile treating
these three types of stock in a different way leading to considerable savings in
money tied up in stock.
Production control can use the same principle by identifying these vital few
processes, which control the manufacture, and then building the planning around
these key processes. In quality control concentrating in particular on the most
troublesome causes follows the principle. In management control, the principle is
used by top management looking continually at certain key figures.
Thus it is clear that the Pareto concept the vital few and the trivial many is of
utmost importance to management.
The Pareto chart
A Pareto chart is a graphical representation that displays data in order of priority. It
can be a powerful tool for identifying the relative importance of causes, most of
which arise from only a few of the processes, hence the 80:20 rule. Pareto Analysis
is used to focus problem solving activities, so that areas creating most of the issues
and difficulties are addressed first.
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Some problems
Difficulties associated with Pareto Analysis:
Misrepresentation of the data.
Inappropriate measurements depicted.
Lack of understanding of how it should be applied to particular
problems.
Knowing when and how to use Pareto Analysis.
Inaccurate plotting of cumulative percent data.
Overcoming the difficulties
Define the purpose of using the tool.
Identify the most appropriate measurement parameters.
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Use check sheets to collect data for the likely major causes.
Arrange the data in descending order of value and calculate %
frequency and/or cost and cumulative percent.
Plot the cumulative percent through the top right side of the first
bar.
Carefully scrutinise the results. Has the exercise clarified the
situation?
In conclusion
Even in circumstances which do not strictly conform to the 80 : 20 rule the method is
an extremely useful way to identify the most critical aspects on which to concentrate.
When used correctly Pareto Analysis is a powerful and effective tool in continuous
improvement and problem solving to separate the vital few from the many other
causes in terms of cost and/or frequency of occurrence.
It is the discipline of organising the data that is central to the success of using Pareto
Analysis. Once calculated and displayed graphically, it becomes a selling tool to the
improvement team and management, raising the question why the team is focusing
its energies on certain aspects of the problem.
Pareto AnalysisSeven steps to identifying the important causes using Pareto Analysis [1]:
1. Form a table listing the causes and their frequency as a percentage.2. Arrange the rows in the decreasing order of importance of the causes, i.e. the most
important cause first.
3. Add a cumulative percentage column to the table.4. Plot with causes on x-axis and cumulative percentage on y-axis.
5. Join the above points to form a curve.
6. Plot (on the same graph) a bar graph with causes on x-axis and percent frequency
on y-axis.7. Draw a line at 80% on y-axis parallel to x-axis. Then drop the line at the point of
intersection with the curve on x-axis. This point on the x-axis separates the
important causes on the left and less important causes on the right.
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This is a simple example of a Pareto diagram using sample data showing the relative frequencyof causes for errors on websites. It enables you to see what 20% of cases are causing 80% of theproblems and where efforts should be focussed to achieve the greatest improvement.
The value of the Pareto Principle for a project manager is that it reminds you to focus on the 20%of things that matter. Of the things you do during your project, only 20% are really important.Those 20% produce 80% of your results. Identify and focus on those things first, but don't totallyignore the remaining 80% of causes.