Check matrix

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The check matrix is a simplified procedure for determining defects and their causes. Defects are compared with possible cause categories in a matrix . The actual causes are sought at the intersection of the deficiency and the cause category.

The check matrix is ​​a further development of the weak point and check question catalogs. It is used for the systematic analysis of defects and their causes.

Goals / Problems / Causes

By means of a weak point analysis, essential project problems are discussed and the primary causes can be structured.

The result results from the quantitative connection of problems with their possible causes. The resulting numerical value - depending on the number of problems - characterizes primary starting points.

Goal setting

To reduce current situations to problem starting points and to differentiate according to their problem cluster. Based on a general problem of causes, the approach is directed towards a specific problem-specific test matrix.

Identify causes

Possible causes that run through an overall process must be identified and presented comprehensively at as high a level as possible.

These causes can e.g. B. organizational, technical or communicative in nature.

List problems

The different problems, without considering the causes, are listed.

Regardless of this, you can generally choose between “soft” criteria, i.e. problems that cannot be represented in terms of monetary value or numbers, e.g. B. Overworked, frustrated employees, and "hard" criteria, e.g. B. Sales decline can be distinguished.

The matrix

In the form of a matrix, the two areas causes and problems are entered in columns or rows .

possible problems
. . . . . .
possible . . . . .
causes . . . . .
. . . . . .

By means of a structured query of all cause categories for each problem, the relevant causes can be assigned to the individual problems or defects.

  • The numerical value 1 is assigned if a cause is relevant for a problem.
  • No numerical value or the number 0 is assigned if a cause for a problem is not relevant.
Causes / problems
Problem a Problem b Problem c Problem D Problem E Problem f total
Cause 1 0 0 0 0 1 1 2
Cause 2 1 1 1 1 0 1 5
Cause 3 1 1 0 1 0 1 4th
Cause 4 0 0 0 0 1 0 1

Then all relevant problem situations are added up to the special causes.

You now get the number of problem situations per cause and can thus distinguish strongly problematic causes from apparently less problematic ones. This makes it easier to set priorities in further problem solving.

  • In the example above, causes 2 (5 problem points relevant) and 3 (4 problem points relevant) are primarily responsible for the problems. The solution approaches are to be created accordingly.

advantages

  • Entire bundles of causes can be recorded.
  • There is a methodological compulsion to consider several causes.
  • This increases the likelihood of identifying major defects.
  • This method is well suited when a large number of both “soft” and “hard” problems need to be linked.

disadvantage

  • The choice of problems, especially the number of problems per situation, is highly subjective.
  • A distortion or manipulation of the result is relatively easy.
  • "Soft" criteria are compared directly with "hard" criteria.
  • The number of problems - quantity - does not reflect the importance of individual qualitative factors.
  • It is difficult to really know or recognize all conceivable defects and causes of defects when preparing the analysis.
  • The individual problems are not weighted - all problem situations are equivalent with this method.

Conclusion

The problem-cause matrix is ​​a simple, relatively little time-consuming process for structuring a large number of problem situations that are often difficult to link with one another and for quantifying them for a few causes. A quick problem-cause perspective can thus be easily presented.

literature

Web links

Individual evidence

  1. ↑ cf. Schmidt / Götz