Terms of Website Use

Terms regarding access to and use of a website under English law.

About this document

  1. It is designed for publication on this website.
  2. It contains provisions dealing with access to, and use of, the website. These include information about the website owner, rights to modify or withdraw the website, disclaimers for material published on it or linked to from it, rules about how such materials may be used and about unacceptable user behaviour such as hacking, introducing viruses and uploading illegal or defamatory content.
  3. It is intended for use in conjunction with the Privacy Policy.
  4. It is designed for use for business users as well as consumers.
  5. The site is made available free of charge.

 

Who We Are & How to Contact Us

Compliance Resource is a site operated by Quality Inspired Limited (“We”). We are registered in England and Wales under company number 09960086.

To contact us, please email us.

By Using Our Site, You Accept These Terms

By using our site, you confirm that you accept these terms of use and that you agree to comply with them. If you do not agree to these terms, you must not use our site.

We recommend that you print a copy of these terms for future reference.

There Are Other Terms That May Apply to You

These terms of use refer to the following additional terms, which also apply to your use of our site:

If you purchase goods from our site, our advertising policy will apply to the sales.

We May Make Changes to These Terms

We amend these terms from time to time. Every time you wish to use our site, please check these terms to ensure you understand the terms that apply at that time. These terms were most recently updated on 24th May 2018.

We May Make Changes to Our Site

We may update and change our site from time to time, to reflect changes to our products, our users’ needs and our business priorities. We will try to give you reasonable notice of any major changes.

We May Suspend or Withdraw Our Site

We do not guarantee that our site, or any content on it, will always be available or be uninterrupted. We may suspend or withdraw or restrict the availability of all or any part of our site for business and operational reasons. We will try to give you reasonable notice of any suspension or withdrawal.

You are also responsible for ensuring that all persons who access our site through your internet connection are aware of these terms of use and other applicable terms and conditions, and that they comply with them.

You Must Keep Your Account Details Safe

If you choose, or you are provided with, a user identification code, password or any other piece of information as part of our security procedures, you must treat such information as confidential. You must not disclose it to any third party.

We have the right to disable any user identification code or password, whether chosen by you or allocated by us, at any time, if in our reasonable opinion you have failed to comply with any of the provisions of these terms of use.

If you know or suspect that anyone other than you know your user identification code or password, you must promptly notify us at accounts@consultantfinder.co.uk.

How You May Use Material on Our Site

We are the owner or the licensee of all intellectual property rights in our site, and in the material published on it. Those works are protected by copyright laws and treaties around the world. All such rights are reserved.

You may print off one copy, and may download extracts, of any page(s) from our site for your personal use and you may draw the attention of others within your organisation to content posted on our site.

You must not modify the paper or digital copies of any materials you have printed off or downloaded in any way, and you must not use any illustrations, photographs, video or audio sequences or any graphics separately from any accompanying text.

Our status (and that of any identified contributors) as the authors of content on our site must always be acknowledged.

You must not use any part of the content on our site for commercial purposes without obtaining a licence to do so from us or our licensors.

If you print off, copy or download any part of our site in breach of these terms of use, your right to use our site will cease immediately and you must, at our option, return or destroy any copies of the materials you have made.

Do Not Rely on Information on This Site

The content on our site is provided for general information only. It is not intended to amount to advice on which you should rely. You must obtain professional or specialist advice before taking, or refraining from, any action on the basis of the content on our site.

Although we make reasonable efforts to update the information on our site, we make no representations, warranties or guarantees, whether express or implied, that the content on our site is accurate, complete or up to date.

We Are Not Responsible for Websites We Link to

Where our site contains links to other sites and resources provided by third parties, these links are provided for your information only. Such links should not be interpreted as approval by us of those linked websites or information you may obtain from them.

We have no control over the contents of those sites or resources.

User-Generated Content Is Not Approved by Us

This website may include information and materials uploaded by other users of the site, including to bulletin boards and chat rooms. This information and these materials have not been verified or approved by us. The views expressed by other users on our site do not represent our views or values.

If you wish to complain about information and materials uploaded by other user’s please contact us at accounts@consultantfinder.co.uk.

Our Responsibility for Loss or Damage Suffered By You

Whether you are a consumer or a business user:

  • We do not exclude or limit in any way our liability to you where it would be unlawful to do so. This includes liability for death or personal injury caused by our negligence or the negligence of our employees, agents or subcontractors and for fraud or fraudulent misrepresentation.
  • Different limitations and exclusions of liability will apply to liability arising as a result of the supply of any products to you, which will be set out in our Terms of Supply.

If you are a business user:

  • We exclude all implied conditions, warranties, representations or other terms that may apply to our site or any content on it.
  • We will not be liable to you for any loss or damage, whether in contract, tort (including negligence), breach of statutory duty, or otherwise, even if foreseeable, arising under or in connection with:
  • use of, or inability to use, our site; or
  • use of or reliance on any content displayed on our site.

In particular, we will not be liable for:

  • loss of profits, sales, business, or revenue;
  • business interruption;
  • loss of anticipated savings;
  • loss of business opportunity, goodwill or reputation; or
  • any indirect or consequential loss or damage.

How We May Use Your Personal Information

We will only use your personal information as set out in our privacy policy.

Uploading Content to Our Site

Whenever you make use of a feature that allows you to upload content to our site, or to make contact with other users of our site, you must comply with the content standards set out in our terms of supply.

You warrant that any such contribution does comply with those standards, and you will be liable to us and indemnify us for any breach of that warranty. This means you will be responsible for any loss or damage we suffer as a result of your breach of warranty.

Any content you upload to our site will be considered non-confidential and non-proprietary. You retain all of your ownership rights in your content, but you are required to grant us [and other users of our site] a limited licence to use, store and copy that content and to distribute and make it available to third parties.

We also have the right to disclose your identity to any third party who is claiming that any content posted or uploaded by you to our site constitutes a violation of their intellectual property rights, or of their right to privacy.

We have the right to remove any posting you make on our site if, in our opinion, your post does not comply with the content standards set out in our terms of supply policy.

You are solely responsible for securing and backing up your content.

Rights You Are Giving Us to Use Material You Upload

Any content you provide or upload to our site, you grant us the following rights to use that content, irrevocably and free of charge, to use in any way we want on the website or otherwise in any media worldwide. We require;

  • Material you post on Compliance Resource Website, is available for public viewing.
  • Your material must be of your own original work or you are authorised to provide it.
  • Your material must not be obscene or for the purpose to defame, harass, discriminate, harm or attempt to harm, threaten or abuse another person, business or entity in any way, including invading someone’s privacy or contract rights.
  • Your material must not break any laws of England and Wales;
  • Your material must not contain any virus or other code that may damage, interfere with or otherwise adversely affect the operation of the website;
  • Your material must not in any way in breach of any legislation or the legal rights of any third party, knowingly inaccurate, threatening or offensive.

We reserve the right to:

  • Refuse to publish any material you provide.
  • Remove any material from the website
  • Restrict, suspend or stop your access to all or any part of Compliance Resource website, at any time.

We Are Not Responsible for Viruses & You Must Not Introduce Them

We do not guarantee that our site will be secure or free from bugs or viruses.

You are responsible for configuring your information technology, computer programmes and platform to access our site. You should use your own virus protection software.

You must not misuse our site by knowingly introducing viruses, trojans, worms, logic bombs or other material that is malicious or technologically harmful. You must not attempt to gain unauthorised access to our site, the server on which our site is stored or any server, computer or database connected to our site. You must not attack our site via a denial-of-service attack or a distributed denial-of service attack. By breaching this provision, you would commit a criminal offence under the Computer Misuse Act 1990. We will report any such breach to the relevant law enforcement authorities and we will co-operate with those authorities by disclosing your identity to them. In the event of such a breach, your right to use our site will cease immediately.

Rules About Linking to Our Site

You may link to our home page, provided you do so in a way that is fair and legal and does not damage our reputation or take advantage of it.

You must not establish a link in such a way as to suggest any form of association, approval or endorsement on our part where none exists.

You must not establish a link to our site in any website that is not owned by you.

Our site must not be framed on any other site, nor may you create a link to any part of our site other than the home page.

We reserve the right to withdraw linking permission without notice.

The website in which you are linking must comply in all respects with the content standards set out in our terms of supply policy.

If you wish to link to or make any use of content on our site other than that set out above, please contact accounts@consultantfinder.co.uk.

Which Country’s Laws Apply to Any Disputes?

If you are a consumer, please note that these terms of use, their subject matter and their formation, are governed by English law. You and we both agree that the courts of England and Wales will have exclusive jurisdiction except that if you are a resident of Northern Ireland you may also bring proceedings in Northern Ireland, and if you are resident of Scotland, you may also bring proceedings in Scotland.

If you are a business, these terms of use, their subject matter and their formation (and any non-contractual disputes or claims) are governed by English law. We both agree to the exclusive jurisdiction of the courts of England and Wales.

How you can contact us

If you would like to contact us:

  • Email: accounts@consultantfinder.co.uk
  • Write to: Quality Inspired Limited, 255 Greens Lane, London, N13 4XE
  • Submitting a message through our contact form

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Recent Blog Posts

Explained: FMEA

fish falling out of glass

What is FMEA?

FMEA or Failure Mode and Effect Analysis is a tool for identifying potential problems, their impact and preventing them from occurring.

Why I should use FMEA

  • FMEA is used to help anticipate what could go wrong with a product or process and the effects of those failures
  • FMEA helps to identify the possible causes of failures and the likelihood of failures being detected before they occur
  • FMEA is a good way to analyse potential reliability problems early in the development cycle, making it possible to take quick action and mitigate failure. This also enables failures to be designed out and reliable, safe and customer pleasing features to be designed in
  • FMEA has the potential to reduce service failures, warranty costs, safety failures, product liability claims and reduces the need to conduct tests of expensive prototypes

When to use FMEA

FMEA can be used at any stage from design and manufacturing to testing and installation.

How to complete FMEA

  1. The people with the right experience with the product or process under examination should be involved to find potential failure modes. These should include the designers and engineers if possible. Customers and suppliers could be considered for alternative viewpoints
  2. Brainstorm – all the components, functions, processes and systems that could possibly fail to meet the required quality level must be identified. The effects and possible causes must also be identified and explained. All the information should be put into a spreadsheet along with details about the product or process under examination, the date of the FMEA meeting and those who are in attendance
  3. An FMEA uses three criteria to assess a failure, the team will need to assess the failure modes on a scale of 1-10 (1=Low, 10=High) for each of them:
    • The probability of each failure occurring – rank the probability of a failure occurring during the expected lifetime of the product or service (1 – Not likely to occur, 10 – Inevitable)
      • The seriousness of the effect of the failure – this encompasses what is important to the industry, company or customer including safety standards, legal, production continuity, loss of business and damaged reputation (1 – Low impact, 10 – High impact)
      • How easily the failure can be detected – the difficulty of the failure being detected before the product or system is used (1 – Very likely to be detected, 10 – Not likely to be detected)
  4. Calculate the criticality index, this indicates the relative priority of each failure mode: C = P x S x D
  5. The team should now adjust the FMEA spreadsheet to list failures in descending criticality order. This highlights the areas where corrective actions should be focused.
  6. Once the priorities have been agreed, recommended corrective actions for reducing the probability of each failure mode occurring or improving the detection of them should be determined. Responsibility for the corrective actions and target completion dates should be set.
  7. Once corrective actions have been completed, the team should meet again to reassess each failure mode to see if they have reduced the risk, if not, alternative corrective actions may be required.

We hope this has helped explain FMEA in simple terms for you, if you are looking for a deeper explanation, please feel free to contact us for more assistance!

Explained: What are Affinity Diagrams?

An Affinity Diagram is a tool used to organise large amounts of information into groups based on similarities or ‘affinities’ between the information. This process is often used to group ideas generated through Brainstorming.

Why I should use Affinity Diagrams

The Affinity process is a good way to get people to address difficult problems in a creative way. It is useful when people from different areas of the business who are knowledgeable about the problems form a new team. Their perspectives, opinions and insights are combined together. The team consider all the ideas without criticism. This often helps to break through entrenched thinking, enabling the team to develop a creative list of ideas and unconventional solutions.

When to use Affinity Diagrams

  • When there is a large amount of information to go through (generally more than 15 items of information) 
  • To organise the ideas generated from Brainstorming where people from diverse and unrelated departments come together to solve a complex problem

How to complete Affinity Diagrams

  1. Organise a team – made up of people from different areas of the business who are knowledgeable about the problems (generally a maximum of 6 people is beneficial)
  2. Brainstorm the problems – this is often best done by allowing each member of the team to write a single idea on a Post-it note then stick it to a board. (No attempt to organise the ideas should be made until all of the ideas are up on the board and visible to the whole team)
  3. Organise the ideas into ‘Affinity’ groups – every member of the team will move the notes around into related groups. This is done silently to discourage arguments and justifications. The idea is to go for the gut feeling and speed rather than deliberation
  4. Much more sense can now be made of the main problems facing the business and solutions can be created using other ‘Tools for Analysis’ such as Pareto Analysis or the ‘Five Whys’

Affinity Diagram Template

Affinity Diagram Example

Information about customer complaints to business X regarding service, product quality and price was gathered from several sources. The information before it had been organised is shown below on the left and once organised into ‘Affinity’ groups on the right:

Explained: Forcefield Analysis

What is Force Field Analysis?

Force Field Analysis is a tool used for listing, discussing and evaluating possible forces for and against a proposed change.

Why I should use Force Field Analysis

Force Field Analysis can help to determine if a proposed change has the needed support to go ahead. It identifies obstacles to successful solutions and suggests actions to reduce the strength of those obstacles.By knowing the pros and cons of any proposed change, you can develop strategies to reduce the impact of the opposing forces and strengthen the supporting forces.

When to use Force Field Analysis

Force Field Analysis is the ideal tool to use when a change to the business is proposed.

How to complete Force Field Analysis

  • Start by stating the proposed change
  • Draw a force field diagram
  • Write the proposed change in the middle of the page in a rectangular box dividing the page
  • Label the left side of the page ‘Driving Forces’, these are the forces that support the change. Label the right side of the page ‘Restraining Forces’, these are the forces that oppose the change
  • Brainstorm the pros and cons of the proposed change. Note the pros on the ‘Driving Forces’ side and the cons on the ‘Restraining Forces’ side
  • Ask questions about each force on both sides of the page to determine the score for ‘Driving Forces’ and for ‘Restraining Forces’
  • Score each force from 1-5, 1 being weak, 5 being strong 
  • The score should be based on the strength or importance of the force, the degree to which it is possible to influence the force and the number of people in agreement with it
  • Calculate a total score for ‘Driving Forces’ and for ‘Restraining Forces’
  • Once completed the decision whether to implement the change or not will be easier to make. If the decision is to go ahead with the planned change action can be taken to strengthen the driving forces and weaken the restraining forces so that the change is more successful

Force Field Analysis Template

Force Field Analysis Example

Explained: Root cause analysis

The key to root cause analysis is making sure it’s controlled by a robust process – and creating a positive action plan to prevent recurrence.

Root cause analysis is a process. It is neither haphazard nor uncontrolled. This understanding is essential to effective implementation.

Once it is perceived and controlled in the same manner as other processes in the organisation’s quality management system, it is possible to implement root cause analysis effectively.

Root cause analysis creates the input to corrective action planning by establishing requirements. Without thorough and well-controlled investigation of the root cause of a given problem, any attempt at corrective action is doomed. It would be like manufacturing a product without fully developing the specifications needed to fulfil the design requirements.

The Purpose

Root cause analysis investigates the root cause of identified problems in order to develop and implement a plan for corrective action. Note that the specific intent is to move on to corrective action.

ISO 9001 states: ‘Corrective actions shall be appropriate to the effects of the non-conformities encountered.’ In order to fulfil the requirements of this ‘shall’ you must evaluate what the effects of the non-conformities actually are. There must be a correlation between the negatives – cost, comparable loss or appreciable risk – and the action taken.

Only those problems and non-conformities that meet the criteria of this evaluation flow through to the corrective action process. It is inappropriate to expend large amounts of money and resources on a situation posing a minimal risk to the organisation. Therefore, since the process that precedes corrective action is root cause analysis, you can conclude that root cause analysis only occurs if there’s been a decision to conduct corrective action.

This distinction should allow you to better comprehend the difference between evaluating a nonconformity and conducting root cause analysis. The former will result in the decision to take some action, such as correction, remedial action, rework, monitoring etc. The latter will result in the identification of the causes of the problem and the development of an appropriate action plan in order to prevent recurrence.

Getting Started

The first step in this process is to evaluate the situation – the inputs – and arrive at a conclusion in order to initiate root cause analysis. The second is to select the members of the team who will conduct the root cause analysis. Giving thoughtful deliberation to the assignment of team members is as important as it is for any other process. It’s important to assign tasks to competent individuals, to communicate expectations and to ensure their availability for the project.

As you begin to select participants, it’s important to communicate the distinction between evaluation and root cause analysis. Otherwise there will be the predictable confusion, with individuals assuming that once they’ve told you that the bore is undersized or the battery needed to be replaced or a test wasn’t correctly scheduled that their job is done. What they need to understand is that root cause analysis has just begun.

There are myriad tools and techniques available for this process, but not all tools are used every time. In each instance, individuals involved should have the latitude to select the tools that best fit the situation.

In many instances the basic tools are the best. Using these tools also serves to increase individuals’ confidence in their ability to make a meaningful contribution. The introduction of complicated tools can alienate people who could otherwise provide valuable input.

Examine Documentation

Once the team has been assembled, the next step is to examine the documentation that relates to the situation to ascertain the requirements. It is often the case that assumptions are made about requirements that are not substantiated by documentation. This crystallises in the team’s mind what the requirements actually are.

In addition to establishing what the ‘right’ thing is, document review will reveal issues such as:

  • Incomplete or missing requirements
  • Requirements not adequately described

Verification

Now that the team has determined the requirements, it is necessary to verify that they are being fulfilled. Reviewing the documentation allows individuals to prepare questions to ask process owners that will help to verify conformance to the defined requirements.

Verification takes two paths. One is through interviewing, and the other is through looking at records and other evidence. Interviewing will provide information as to the level of conformance to documented procedures. Are people doing what the documents say they should? Are they conducting processes in the same manner as described? If there are variations, it is appropriate to investigate further to determine if the variance is part or all of the root cause. Accessing records will facilitate this determination.

Flowcharting is often a by-product of interviewing. The process is drawn twice – once as it is documented, then again as it is implemented. Comparisons between the two quickly reveal breakdowns. The act of flowcharting also makes process owners think about what they do as they are drawing the flow of activities. This sometimes allows them to pinpoint errors and omissions that show a process to be losing control.

Records form the foundation for root cause analysis. The integrity of the organisation’s record retention practices has direct influence on the effectiveness of this process. Root cause analysis doesn’t begin the day an organisation becomes aware of a problem. It starts months earlier with the aggregation of good data.

Once the interviewing and/or flowcharting processes are complete, the records can be accessed to substantiate or refute what has been conjectured as a possible root cause. Training people to do root cause analysis should include guidance on how to access records. Coaches and mentors should ensure that individuals are familiar with the organisation’s control of the quality records procedure and whatever other documents, like a record retention matrix, that provide information about location, access, owners, identification and retention period.

Brainstorming & ‘Five Whys’

There are two simple tools that help to generate ideas about what could have happened. They are brainstorming and the ‘five whys’. The overwhelming benefit of both of these is that they stimulate our creativity; they get us out of our habitual narrow focus so that we can explore other possibilities.

The results of both of these exercises should be used to populate a cause and effect diagram – also called fish bone diagram. This diagram should be used at the most basic level to keep the process simple.

The results of the brainstorming session can be paraphrased as questions and then used to populate the various blocks of the diagram. For example, figure 1 shows the material block populated with questions derived from a brainstorming session about late deliveries.

When all of the blocks have been populated with the output of the brainstorming session, the team begins the task of seeking out the records that will provide objective evidence to answer the questions.

The results of the exercise are recorded on a worksheet. For example: checked specifications developed by engineering; matched specifications against requisition, purchase order and receiving records. All match: no problem found. It can therefore be concluded that the purchasing function ordered what was specified and the supplier shipped what was ordered.

Root cause analysis is nothing more than a process of elimination, so it’s vital to remain objective and use thought-stimulating tools like brainstorming and the five whys. At the end of this fact finding exercise, the team will know exactly what processes related to this situation are acceptable and which ones have problems. By following the trails, the root cause will be identified.

Additionally, any contributing factors or secondary causes will also be uncovered. This allows for the development of a corrective action plan that addresses both the root cause and the ancillary issues that are contributing to it.

It is impossible to develop an effective action plan without thorough root cause analysis. Equally, it is impossible to conduct root cause analysis effectively without implementing it as a controlled process.

Five whys

How to complete the five whys:

  1. Write down the specific problem. Writing it helps you formalise the problem and describe it completely. It also helps a team focus on the same problem
  2. Ask why the problem happens and write the answer down below the problem
  3. If the answer you just provided doesn’t identify the root cause of the problem you wrote down in step one, ask why again and write that answer down
  4. Loop back to step three until the team is in agreement that the problem’s root cause is identified. This may take fewer or more than five whys!

Benefits:

  • Help to identify the root cause of a problem
  • Determine the relationship between different root causes of a problem
  • One of the simplest tools – easy to complete without statistical analysis, ambiguous or conflicting instructions (for example, both inch and centimetre references on a specification)

Brainstorming ground rules

  • There are no bad ideas. It’s a brainstorming session, not a serious matter that requires only serious solutions. Remember, this is one of the more fun tools of quality, so keep the entire team involved.
  • Don’t criticise other people’s ideas. This isn’t a debate, discussion or forum for one person to display superiority over another.
  • Build on other people’s ideas. Often an idea suggested by one person can trigger a bigger and/or better idea by another person.
  • Reverse the thought of ‘quality over quantity.’ Here we want quantity; the more creative ideas the better.
  • As a facilitator, you can even make it a challenge to come up with as many ideas as possible and compare this team‘s performance to the last brainstorming session you conducted. 

Explained: What is Fishbone Analysis?

Fishbone analysis visually displays the potential causes of a specific problem or effect under categories or sub-headings in a diagram in order to identify its root causes.

Why I should use Fishbone Analysis

There may be many different opinions as to the root cause of a problem; fishbone analysis draws all these opinions together and displays them in an easily comprehendible way. As the potential causes or issues behind the problem are more thoroughly explored and understood, a more robust and sustainable solution may be found.

When to use Fishbone Analysis

Fishbone analysis is particularly useful in a group setting and for situations where not a lot of quantitative data is available for analysis. This tool is often used together with Brainstorming and the ‘5 Whys’.

How to complete the Fishbone Analysis Diagram

  1. To construct a fishbone diagram, start with stating the problem in the form of a question. For example: “Why do customer services receive a high number of complaints?” 
  2. Doing this will help the team with the brainstorming as each cause idea should be an answer to the question
  3. The team should agree on the statement of the problem then put the agreed question in the box at the ‘head’ of the diagram
  4. The rest of the diagram consists of a vertical line from the head drawn across the page. Coming out diagonally from this line should be several lines, or ‘bones’. These ‘bones’ are labelled with different categories. The categories are up to you to decide, they depend on the project and subject matter under examination
  5. Once you have labelled the main category ‘bones’, start brainstorming possible causes and write them on the applicable ‘bones’
  6. For each of the causes identified, continue to ask ‘why does that happen?’ and attach that answer as another ‘bone’ of the main category ‘bone’
  7. Once the diagram is complete you will be well on your way to discovering the root causes of your problem. It would then be advisable to have the team prioritise the main causes identified on the diagram

Fishbone Analysis Diagram – Template

Fishbone diagram example

Fishbone Analysis Diagram – Example

Fishbone diagram example

Explained: The ‘Five Whys’ Method?

writing a business listing

The ‘Five Whys’ is a technique used to explore the underlying causes and effects of any problem. It is an interactive discussion of an unexpected event that follows one train of thought to its logical conclusion by asking “Why?” 5 times to get to the root of what happened.

Why I should use the ‘Five Whys’

It is one of the simplest and most effective tools for root cause analysis. It is easy to complete without complicated statistical analysis. By repeating ‘’why?’’ five times, the nature of the problem, its solution and the relationship between different root causes of a problem become clear.

When to use the ‘Five Whys’

The ‘Five Whys’ should be used following the immediate resolution of a problem that has occurred. This can be performed for any unexpected problem the company is facing.

How to complete the ‘Five Whys’

  1. As soon as a problem is identified and all immediate concerns are dealt with, invite all those affected to a ‘Five Whys’ meeting
  2. Select someone to lead the discussion, all others present will be involved in discussing the questions
  3. Write down the problem so that the team can focus on it
  4. Ask why the problem happened and write the answer down below the problem
  5. If the answer does not identify the root cause of the problem repeat the above step until all agree that the root cause has been identified – this may take more or less than five whys

Read about more Problem Solving Techniques – Pareto Analysis

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