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Thanks for the template! I made a PICK Chart Template in Excel where the item is automatically placed on the chart based on the Impact and Effort you assign to it. Let me know what you think: http://www.hitdocs.com/pick-chart-xlsx/

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What is a PICK chart and how to use it for better project management?

It’s not an easy matter to come up with genuinely creative solutions and transformative ideas – but there’s a tool, which can make it less daunting. It’s called PICK chart. 

PICK charts come from the Six Sigma arsenal of methods and principles for process improvement, and it’s commonly used to facilitate idea generation and brainstorming. Six Sigma principles have been successfully implemented by numerous companies all around the world, such as Caterpillar, Honeywell, and General Electric.

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The main idea behind PICK charts is simple – every project has associated costs and potential benefits, and ideally, we want to implement something that provides the highest benefit with the lowest costs. PICK charts provide a framework within which we can pick the best ideas and solutions for our job at hand. 

The goal is to “remove waste” and do things in the most efficient way possible. PICK charts can help us guide our decision-making process and identify which ideas are worth implementing. It helps us separate the wheat from the chaff, so to speak. Because at the end of the day, time, labor, and material are precious resources, which we can’t afford to waste. 

PICK charts explained in more detail

The basic PICK chart template consists of a 2×2 matrix – the four quadrants correspond to four categories, which also make up the acronym “PICK”:

• P ossible – an idea that’s easy to implement but might provide a low payoff
• I mplement – an idea that’s easy to implement and might provide a high payoff
• C hallenge – an idea that’s hard to implement yet might provide a high payoff
• K ill – an idea that’s hard to implement and might provide a low payoff

Look – any decision-making process involves facing the unknown. Some ideas can appear complex and with too many variables, so it’s easy to become overwhelmed. Other ideas may seem simple, yet turn out to be more complex than we initially thought. 

PICK charts are a categorization tool. It can bring order to the ideation chaos because it makes our ideas undergo a reality check – how difficult will it really be to do it? How much time will it take and what will it cost? Is it such a great idea after all? 

Some ideas might have to be “killed” straight away. On other hand, ideas that may seem unpromising at the first glance might become more appealing when placed on the matrix. The goal is to categorize your ideas and make them compete with each other – it’s the survival of the fittest.

How to use a PICK chart in project management

A great deal of project management involves decision-making. Most of us work in a fast-paced, data-driven environment, which demands considerable vigilance and flexibility. Constant change is required in order to compete and stay relevant.

How do you achieve these things? 

You need good ideas – on how to become more profitable, more efficient, more environment-friendly, and more. That’s why many project managers organize brainstorming sessions – they pool their talent together and have a PICK chart session. This gives you more options to consider and, as a result, you will be better equipped to make a decision.

Now, let’s look at how the process of using a PICK chart in a brainstorming session may look in practice:

1: Draw the 2×2 matrix template

If you work from the office, use a whiteboard or flipchart. If you’re working remotely, you can create the chart in a PowerPoint presentation, which can be shared with the call participants.

2: Define the subject question

Write it on top of the chart – this will help the participants to keep their focus. The more specific question you ask, the more practical ideas you’ll gather. For example, instead of asking “how can we grow the company”, try “what marketing tactics we can implement to reach a $10M revenue by the end of the year”.

3: Gather ideas

Ask your team members to consider the question at hand and contribute ideas. Remember that there are no bad ideas at this step. At this point, “setting a new world record to gain media publicity” is as relevant as “setting up an upselling campaign”.

4: Categorize the ideas within the PICK chart

Analyze the offered ideas and reach a consensus with your team members on where to place them on the chart. By the end of the session you will (hopefully!) have several ideas placed all across the matrix.

5: Consider the end result

Perhaps your brainstorming session has provided the much-sought solution – or perhaps you need to re-define your initial question. Maybe your team could benefit from a follow-up session.

Remember that tools are only as good as their users. PICK charts can facilitate idea generation but, by the end of the day, you will have to decide what is worth implementing. That said, there is no doubt that PICK charts are an invaluable aid if your job involves project management and brainstorming.

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Concluding remarks

Project management can be a formidable task. You’re responsible for idea generation, implementation, and, most of all, the end result, which is supposed to have a positive impact on your organization.

Luckily, you are not the first person to ponder this issue. We have come a long way – one wonders what kind of project management methods were utilized during the construction of The Great Pyramid of Giza, for instance. I bet they wish they had something like PICK charts – a simple, proven, and flexible tool, which can facilitate brainstorming and support decision-making.

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How a Pick Chart can be used to prioritize improvement ideas

Have you ever faced a situation where you or your team have multiple solutions for a given problem but you don’t know where to start from? Or you have implemented various improvement ideas but it couldn’t bring a lot of change? If yes, then don’t worry! We have got your back and after this article on ‘How a Pick Chart can be used to prioritize improvement ideas’ you are never going to face these problems again.

This article will help you to learn the concept of pick chart and how it can be used for organizing and selecting improvement ideas.

Before we start we will just brief the application of pick chart. Suppose we want to reduce the changeover time through SMED and we have also come up with a lot of solutions for reducing the change over time, pick chart will help us to prioritize and select the solutions. Prioritizing will help us to get immediate results with less effort. In short, we can use pick chart where there is one aim or problem and there are many solutions to these.

Ok let’s start

What is a Pick chart?

PICK chart is a Lean Six Sigma tool which helps to organise, prioritize and pick the right solutions for a problem, considering its impact or positive results and resources required.

PICK is an abbreviation for P – Possible, I – Implement, C – Complex, & K – Kill and these are the names of the quadrants of the chart, which will be explained later in this article.

PICK chart is a very common Tool for easy prioritizing and simple visualization of ideas and it can be used by anyone.

The above figure is an example of pick chart. It has following two axis;

• Vertical axis which represents the Impact of the idea on the project.
• Horizontal axis which represents the amount of Resources (Man, Machine, Material, Method or Money) required to implement the idea.

Here “ Impact ” refers to the benefit of implementing the mentioned idea. Whereas “ Resources required ” describes the amount of resources required to implement the mentioned idea.

Both ‘impact’ and ‘resource required’ ranges from Low to High on PICK chart, in its respective axis.

Impact increase from low to high when we move from bottom to top on the vertical axis and resources required will increase from low to high in horizontal axis when we move from left to right on the horizontal axis.

As seen in the above figure, Pick chart is divided into 4 Quadrants and it is named as Possible, Implement, Complex and Kill.

Now, lets see how to use this pick chart…

How to use a PICK CHART

As we mentioned earlier pick chart is used for organizing, prioritizing and picking the right improvement ideas, considering its impact and resource required.

How this can be done is explained in the following steps.

Step 0 – Team needs a Facilitator (mostly you), board, pens, sticky notes (Lots of them) and obviously a team with ignited minds.

Step 1 – Next make the team members jot down their ideas on “sticky notes” individually, for a particular problem. Make sure the team has ample amount of time for this step.

-Take a Small Break once everybody is done writing their ideas-

Step 2 – Identify unique ideas (duplicate ideas are removed in this step).

Step 3 – Now discuss each unique idea one by one and paste them on the chart at a position, which is decided by rating of that particular idea, as shown in the below figure.

Facilitator can ask following questions in this step for more clarity among the team members and also it will helps in rating of ideas:

• How many team members are required to complete the task?
• Have we done similar activity before?
• Do we need the help of other departments or external experts?
• How long can it take to complete the activity?
• What are the bottlenecks of this activity?
• Have we seen similar activities at another company?

Rating of an idea:

In rating of an idea, each idea is rated according to the following two criteria.

• Impact: The more the benefits an idea brings, the more it should be rated high on the vertical axis.
• Resources required: The more the resources are consumed by implementing an idea, the more it should be rated towards right on the horizontal axis. Following factors needs to be considered while rating an idea with this criteria.

We will understand these factors one by one.

• Manpower – The more the Manpower required to implement the idea, the higher it should be rated.
• Machine – If some specific machine is required to implement the idea, which is not readily available it should be accordingly rated high.
• Material – If some specific material is required to implement the idea, which is not readily available it should be accordingly rated high.
• Method – If some specific skill or method is required to implement the idea, which is not present in the team it should be accordingly rated high.
• Money/ Time – If implementation of the idea requires a lot of money or time it should be accordingly rated high.

A position is decided on the chart based on the rating of impact and resource required, as shown in the above figure.

The best part about this tool is the fact that there are only two dimensions to rate and it’s fairly simple to rate in both the dimensions, which are impact and resource required.

• Never place an idea on the line, because it will hinder the team’s ability to take a decision.
• Don’t discuss an idea for too long. If it’s taking a lot of time position the idea in most relevant quadrant and discuss the idea after step 5.

Step 4 – Now if all the ideas are positioned on the PICK chart, disclose name of all the quadrants (its recommended to disclose the names of the quadrant at this stage only, since there will be biasness in rating and positioning of the ideas on pick chart). This name of the quadrant gives us an idea about what to do with those ideas which fall in that particular quadrant and also in prioritizing the ideas.

Name of the Quadrants and its importance are as follows; Please refer the figure. The chart is divided equally into four as shown.

Q1 Possible : As seen in the above figure, activities in this quadrant require minimum effort but simultaneously their impact is also minimum. These activities are also known as “Just Do It” and they are mostly second in the priority list.

Q2 Implement : Activities mentioned in this quadrant are the “Top Priority” as they require minimum efforts but their impact is maximum. Team should focus on implementing these activities first and reap maximum benefits from it.

Q3 Complex : Activities mentioned in this quadrant have maximum impact but as the resources required are high teams try to avoid these activities. They are mostly third in the priority list.

Q4 Kill : Even though this quadrant is named as “Kill” quadrant, these activities are not totally neglected but instead the team needs to introspect these activities and look for the ways to make it shift in other quadrants. They are generally last in the priority list.

There might exist few disagreements about the position of ideas (especially after disclosing the name of the quadrants), note down any major disagreement and document the reason behind it. The disagreements should be discussed with experts.

Step 5 – Give team members a sufficient time to rethink about their ideas and their positions on PICK chart and finalize the positions.

Step 6 – Prioritize all the ideas based on its position in chart, as explained in Quadrant section. That means, ideas positioned in the ‘Q2 implement’ quadrant have first priority, ideas positioned in the ‘Q1 possible’ quadrant have second priority, ideas positioned in the ‘Q3 complex’ quadrant have third priority and ideas positioned in the ‘Q4 kill’ quadrant have fourth priority.

If more than one idea come in a quadrant first priority goes to the idea which is positioned nearer to the top left corner. And select the next nearest idea to the top left corner as second priority.

In our case priority list is as follows.

Step 7 – Create a project plan and start implementing the ideas based on priorities!

Remember Prioritizing ideas and documenting them is just the beginning, real benefits are obtained when these activities are implemented.

Its recommended to document the priority list and action plan.

Start implementing the ideas as per the priority list one by one and see the results. Once we have got satisfying results or reached targets stop implementing the ideas, since the implementation of projects at the bottom of the priority list will require a lot of effort and the impact will be very less.

I am thankful to Mr.Meet Maheshwari for contributing to this article. And he has also contributed to the article on CLIT SHEET .

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Meet Maheshwari is a budding Lean consultant, a Post Graduate in Industrial Engineering and SixSigma Green Belt. He has worked with 15+ industries and helped them through their Operational Excellence journey since 2018. He has delivered in total 650+ hours of training on various concepts of Lean, QMS and Six Sigma.

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Just amazing….this is what I wanted to know… thanks for this information 👌

Mr. Meet Maheshwari,the above article on pick chart is very informative and the steps you have discussed covers almost all points to implement this six sigma tool.It is very easy to understand even layman can implement it congratulations.

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Improvement Ideas Scoring with a PICK Chart

The pick chart.

There is nothing more exciting than gathering a group of people together to discuss improvement ideas, especially in a company that is maturing through the Lean Journey and team engagement is spreading. One of the challenges often faced by TXM clients early on is how we decide on the “right” improvement ideas to focus on?

We have found using a PICK chart is a great way to encourage team discussion and provide timely feedback to the team as to how the group views their ideas, how easy they are to implement, and their likely impact once they are implemented. There is nothing more discouraging to a team than offering suggestions through a “Suggestion Scheme” and never hearing any thing about your idea or seeing it completed. Utilising a PICK chart makes feedback timely and reduces the management burden of sifting through ideas.

What is a PICK Chart?

The PICK chart is borrowed from the Lean Six Sigma set of tools (you can read more about Lean vs Six Sigma here) and is used to categorise process improvement ideas generated by a work group. This could happen at any stage while implementing the Lean Enterprise tools. The purpose of the chart is to help classify the ideas into useful sectors. A standard 2×2 grid is designed.

The two axes are labelled “Difficulty”, ranging from easy to hard, and “Payoff”, which ranges from low to high. Difficulty describes how easy or difficult the improvement idea is to implement and is based on the knowledge within the group. Payoff refers to the benefit or opportunity once the idea is implemented, and, again, is based on the knowledge of the team. If an idea is too far outside of the current knowledge, add a question mark on the Post-it note as a reminder that more information is required.

Each quadrant of a PICK chart labelled as Possible, Implement, Challenge and Kill (PICK), where:

• Possible includes the ideas that are easy to implement and with a low payoff
• Implement for projects that are easy to implement, with a potential high payoff
• Challenge , which includes projects with technology that is new to the company and may be hard to implement. However the payoff can be high
• Kill that eliminates ideas that are hard to implement and with a low return

Using the PICK Chart

To use the PICK chart we start with the team members writing down their improvement ideas onto Post-it notes. This is done individually and allows plenty of time for thinking and refining ideas. Make sure your pens are in good working order and there are plenty of Post-it notes. Don’t feel you need to rush this stage, as a facilitator; give your team as much time as they need. An option may be to back this up with a break (if your schedule allows). Then those who have finished can move away and those who want to continue have the time and space to do so.

The next step is to place these idea Post-it notes onto the grid based on the axis of Difficulty and Payback scales. Discuss each idea and group like ones together where there are obvious duplicates. Let the team decide where each idea fits on each scale. Ask questions to help understand the idea and clarify what the team is thinking. Questions may include:

• Have we done something similar before?
• Have we seen something similar at another company?
• Is this known technology?
• Can we implement it ourselves?
• Do we need to rely on another department to make this work (for example IT or Maintenance)?

In using a PICK chart, the team members can utilise this structure to assist identifying the most useful ideas, especially those that can be implemented quickly with little difficulty (the “Just-Do-Its”). When setting up the PICK Chart, draw the 2×2 grid and write the labels on the axes (Low to High Payoff and Easy to Hard Difficulty).

Write “Just Do It” in the Implement quadrant. When conducting this exercise with a group for the first time, you may want to hold off writing the quadrant names until categorising has finished. This help prevents the group from having to consider the quadrant names at the same time. The team can then concentrate on the two axes without worrying about the third element. Also, the “Kill” quadrant may limit ideas from the group. However more challenging and time-consuming discussions can occur when the quadrant names are applied from the beginning. This works well with a more mature team.

Keep it simple when start off, as it is important that all improvement ideas from the team are ranked on the scale. If the idea is “off the scale – whether it is ‘extremely hard’ or ‘very high payoff’ – you can make a note of that and place it on the outer edge of the quadrant. But always try to focus the team to think of the chart as only four choices. Ranking the ideas along a continuous scale is a waste of time since the relative ranking is not the outcome of the exercise and rational people tend to argue too much about where exactly along the scale an item belongs.

There are some points to consider as you begin to rank your team’s improvement ideas. Firstly, avoid putting any ideas on the line between two quadrants as this prevents the team from making a decision. Secondly, having a robust conversation is good, but if it is taking too long, encourage the team to place the idea in a category and make a note to return to the discussion later if there is time.

Once all of the improvement ideas have been ranked on the PICK chart, check with the team to see if there are any major disagreements as to where ideas have been placed. Note what extra information is required and who is tasked to seek that information. Convene a follow up session in a few days time. This will allow the team to consider the ideas noted and how they might go about implementing them, as well as which ideas will be beneficial.

Implementing the Ideas

Gathering improvement ideas and ranking them is only the beginning – actually implementing the ideas is where they payoff are. Start with the ideas in the Implement quadrant and create a project plan or A3 Plan for the ideas that you and your team have the resources to manage.

The challenge here is not to be overwhelmed by the volume of things to do, often on top of your day job! Just choose the top few and get them implemented. This will help the team see which ideas were placed in the right quadrant. And the learning by actually going through the implementation process is what the Lean Journey is all about.

Author: Robert Chittenden

Robert Chittenden is a Senior Lean Consultant at TXM Lean Solutions

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Use a PICK Chart to Find the Best Ideas

Last week we talked about the eight wastes and using a waste walk to identify them in your organization.  As a review, your rapid improvement team members go on a waste walk, capture the wastes they observe, and placed them on a DOWNTIME chart.  Then they brainstormed solutions to eliminate the waste.  The next step is to use a PICK chart to narrow down brainstormed ideas.

What is a PICK chart?  It’s an impact/effort matrix.  You use it to identify the best solutions from a large quantify of ideas.  Along one axis of the chart is the effort required.  Is the idea easy to implement or hard to implement?  The other axis of the chart contains the impact of the idea.  Does the idea have a big impact or a small impact?  The chart is broken into four quadrants.

The four quadrants are Small impact and easy to implement- these ideas you Plan for a later time.  They have a small impact and we’ll focus on more impactful options for the time being.

The next quadrant is a big impact and easy to implement.  These ideas you Implement as soon as possible.

Next to this is Big Impact and Hard to Implement- these ideas you Challenge.  In reality, they might become a formal project because they are hard to do but have a big impact.  You can also try breaking the idea into smaller pieces that might become easier to implement.

Finally, there is a small impact, hard to implement quadrant.  These ideas, we typically Kill.  If it is hard to do and has little payback why do it?

The four quadrants become Plan, Implement, Challenge, and Kill.  A PICK chart.  How do we use this tool?  Staying with the example from last week, have your RIE team members, one at a time, take their brainstormed idea and ask the team if is easy to implement or hard to implement?  Then if it has a large impact or small impact.

It’s helpful to develop some guidelines around easy and hard, and big and small impacts.  An example might be if we can implement an idea in less than a month, it is easy to implement.  Or if an idea saves more than $5,000, it is a big impact.  These are just suggestions.  Decide the parameters that are best for your company.

1.  Review Brainstormed ideas

As your team members review the brainstormed ideas, place them in the correct quadrant.  Here is a PICK chart from the DOWNTIME example I used last week.  Don’t be surprised if the Kill category has nothing in it.  Remember to use the criteria you established for understanding if something is easy or hard to implement and has a big or small impact.

2.  Implement the ideas in the Implement quadrant

If you are using the PICK process as part of a value stream mapping exercise where you are developing your Lean Game Plan, schedule these ideas as Rapid Improvement Events.

If you are using this process as part of the RIE process to eliminate waste, then try to implement as many of these as possible during your RIE.

3.  Take a picture for the report out

Don’t forget to take pictures as you proceed through the process.  It’s great for the end of the event report out.  Sharing this helps people who weren’t in the event understand your decision-making process.  It shows that they considered many options before systematically choosing the best option!

This is the best practice on how to use a PICK chart to narrow down brainstormed ideas.

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

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PICK Chart for Lean Six Sigma

This Page (contents):

PICK Chart Template

Using a pick chart.

• Action Item List with PICK Ranking Template

JAM Chart Template

A PICK Chart is a very effective Lean Six Sigma tool used to categorize process improvement ideas after a brainstorm session. The purpose is to help identify and prioritize the most useful ideas. The 2x2 grid is normally drawn on a white board or large flip-chart. Ideas that were previously written on sticky notes during the brainstorm session are then placed on the grid based on the payoff and difficulty level. The "PICK" acronym comes from the labels for each of the quadrants of the grid: P ossible (easy, low payoff), I mplement (easy, high payoff), C hallenge (hard, high payoff), and K ill (hard, low payoff).

Why is a PICK Chart useful?

• Provides a visual approach to decision-making
• Makes it easier to prioritize tasks
• Encourages team collaboration
• Helps to understand feasibility and impact
• Facilitates continuous improvement

License : Private Use (not for distribution or resale)

Description

This PICK chart spreadsheet is used to create an electronic record of how the process improvement ideas are categorized. When recording the ideas in the spreadsheet, list them below the chart in the respective categories. In this spreadsheet, the PICK Chart is used for reference only.

The action item list template below provides an easier way to record and track the items from your PICK chart exercise. You may also want to try the other spreadsheets on my Action Item Template page.

When using a PICK chart, the team members should be reminded that the purpose is to help identify the most useful ideas , especially those that can be accomplished immediately with little difficulty (called "Just-Do-Its").

An electronic record is created either after the meeting or during the meeting by someone assigned to document the proceedings on their laptop. For online meetings, you can collaborate using one of the Google Sheets templates.

When drawing the PICK Chart , draw the 2x2 grid and write the labels on the axes (Low to High Payoff and Easy to Hard Difficulty). Write " Just Do It " in the Implement quadrant, but keep the other quadrants blank. Try to avoid writing the names of the other quadrants because people may have a hard time categorizing something as hard and low payoff if they see the "Kill" label on the chart.

Keep it simple. If the team decides that it is important for an idea to be ranked as 'extremely hard' or 'very high payoff', you can make a note of that or place it along a quadrant accordingly, but try to encourage team members to think of the chart as only 4 choices. Ranking the ideas along a continuous scale is a waste of time since the relative ranking is not going to be recorded and analytical people tend to argue too much about where exactly along the scale an item belongs.

Don't put an idea on a line between two quadrants. That just encourages the team to avoid making decisions. Discussion is good, but if it is taking too long, encourage the team to just pick a category and make a note to return to the discussion later if there is time.

Regulary update and revisit your PICK Chart. As the project progresses, consider using your chart as part of a feedback loop. Priorities may change, new items may need to be added, and both new and previous information can be used to keep improving the process.

Action Item List with PICK Ranking

This is an Action Item List template with columns for entering the Value and Difficulty. The PICK column will update automatically based on your choices.

This chart features a rating system developed by Vertex42 that is similar to PICK but includes a grid of 9 squares rather than 4. JAM is an acronym for J ust-do-it, A bandon, M aybe. See the Action Items Template page for a very easy-to-use spreadsheet that implements this ranking scale.

Reference This Page

Wittwer, J.W., " PICK Chart for Lean Six Sigma ", at Vertex42.com .

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The Art of Effective Problem Solving: A Step-by-Step Guide

Whether we realise it or not, problem solving skills are an important part of our daily lives. From resolving a minor annoyance at home to tackling complex business challenges at work, our ability to solve problems has a significant impact on our success and happiness. However, not everyone is naturally gifted at problem-solving, and even those who are can always improve their skills. In this blog post, we will go over the art of effective problem-solving step by step.

Problem Solving Methodologies

Methodology of 8D (Eight Discipline) Problem Solving:

A3 Problem Solving Method:

The A3 problem solving technique is a visual, team-based problem-solving approach that is frequently used in Lean Six Sigma projects. The A3 report is a one-page document that clearly and concisely outlines the problem, root cause analysis, and proposed solution.

Subsequently, in the Lean Six Sigma framework, the 8D and A3 problem solving methodologies are two popular approaches to problem solving. Both methodologies provide a structured, team-based problem-solving approach that guides individuals through a comprehensive and systematic process of identifying, analysing, and resolving problems in an effective and efficient manner.

Step 1 – Define the Problem

By repeatedly asking “ why ,” you’ll eventually get to the bottom of the problem. This is an important step in the problem-solving process because it ensures that you’re dealing with the root cause rather than just the symptoms.

Step 2 – Gather Information and Brainstorm Ideas

Gathering information and brainstorming ideas is the next step in effective problem solving. This entails researching the problem and relevant information, collaborating with others, and coming up with a variety of potential solutions. This increases your chances of finding the best solution to the problem.

Next, work with others to gather a variety of perspectives. Brainstorming with others can be an excellent way to come up with new and creative ideas. Encourage everyone to share their thoughts and ideas when working in a group, and make an effort to actively listen to what others have to say. Be open to new and unconventional ideas and resist the urge to dismiss them too quickly.

Once you’ve compiled a list of potential solutions, it’s time to assess them and select the best one. This is the next step in the problem-solving process, which we’ll go over in greater detail in the following section.

Step 3 – Evaluate Options and Choose the Best Solution

Once you’ve compiled a list of potential solutions, it’s time to assess them and select the best one. This is the third step in effective problem solving, and it entails weighing the advantages and disadvantages of each solution, considering their feasibility and practicability, and selecting the solution that is most likely to solve the problem effectively.

You’ll be able to tell which solutions are likely to succeed and which aren’t by assessing their feasibility and practicability.

Step 4 – Implement and Monitor the Solution

When you’ve decided on the best solution, it’s time to put it into action. The fourth and final step in effective problem solving is to put the solution into action, monitor its progress, and make any necessary adjustments.

Finally, make any necessary modifications to the solution. This could entail changing the solution, altering the plan of action, or delegating different tasks. Be willing to make changes if they will improve the solution or help it solve the problem more effectively.

You can increase your chances of success in problem solving by following these steps and considering factors such as the pros and cons of each solution, their feasibility and practicability, and making any necessary adjustments. Furthermore, keep in mind that problem solving is an iterative process, and there may be times when you need to go back to the beginning and restart. Maintain your adaptability and try new solutions until you find the one that works best for you.

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Asked by Vishwadeep Khatri , April 10, 2020

PICK Chart is a Lean Six Sigma tool used to categorize and prioritize process improvement ideas as per 'effort' and 'payoff' in a 2x2 matrix

An application-oriented question on the topic along with responses can be seen below. The best answer was provided by R Rajesh, Ajay Sharma and Ram Rajagopalan.

Applause for all the respondents - R Rajesh, Shashikant Adlakha, Ajay Sharma, Ram Rajagopalan, Natwar Lal, J R Sankar

Also review the answer provided by Mr Venugopal R, Benchmark Six Sigma's in-house expert.  

Vishwadeep Khatri

Q 252. PICK chart is used for organizing and categorizing process improvement ideas in Define phase. Explain the usage of PICK chart with examples.

Note for website visitors   - Two questions are asked every week on this platform. One on Tuesday and the other on Friday.

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Wiki Definition: A Pick chart is a  Lean Six Sigma  tool, developed by  Lockheed Martin , for organizing process improvement ideas and categorizing them  

Pick chart is a 2*2 matrix in which the vertical axis talks about the complexity/difficulty and horizontal axis talks about cost benefits.

What does each of the Quadrant means?

• Possible – Low payoff, easy to do
• Implement – High pay off, easy to do
• Kill – Low payoff, hard to do
• Challenge – High payoff, hard to do

How is it useful:

Pick chart is pretty useful when there are many process improvement or problem solving ideas and we want to categorize them as per the 4 aforementioned quadrants. This will give an insight to the mgmt of an organisation where each idea is vis-à-vis its ROI and how much impact it can have on the organisation’s customer(s).

Let us see what each of these quadrants means to an idea  

Possible:      An Idea placed in this quadrant means that it (idea) will take less time to complete, either due to less complexity or less difficulty level, and implementation of the idea would result in a lesser ROI.

Implement:      An Idea placed in this quadrant, means that it (idea) will take less time to complete, either due to less complexity or less difficulty level, and implementation of the idea would result in a greater ROI.

Kill:    An Idea placed in this quadrant means that it (idea) will take more time to complete, either due to more complexity or more difficulty level, and implementation of the idea would result in a lesser ROI

Challenge:      An Idea placed in this quadrant means that it (idea) will take more time to complete, either due to more complexity or more difficulty level, and implementation of the idea would result in a greater ROI.

Let us see examples for each of these quadrants.  

Let me provide examples from software industry.

Possible: Imagine an excel sheet is used for PMO activities. Now a person with a VBA(a microsoft application language that can be used for MS products such as excel and actually good for writing macros) knowledge, writes a few lines of code and automates programatically some of the complex things in that excel in a short span of time. This speeds up the work for the PMO team and gives the customer a fool proof mechanism to look at the cost sheet and saves some time for all the stakeholders. Nothing more than that

Implement:   Imagine development team tinkers with an existing licensed automation testing or a custom automation framework to an open sourced automation framework which is relatively easier to do (than creating automation environment from scratch) and provides the customer a cost effective, end customer satisfying solution.

Kill: Imagine development team does refactoring of an existing code which can help the support (maintenance) team to easily maintain the code in the future but does not provide any great tangible benefits/hard savings for the customer

Imagine a typical agile development team improves its unit testing, functional testing from being manual to automated testing.   This will expedite the testing time of the application and can issues can be quickly found and addressed. This will result in more tangible benefits for the customer

Conclusion:

The examples given are just hypothetical to drive home the point as what each quadrant could have as ideas.   (Same) Examples given above can go into different quadrants depending upon several parameters.   Thus you can see how PICK charts help in categorizing the process improvement ideas.

Venugopal R

Benchmark Six Sigma Expert View by Venugopal R Many methods are used for prioritizing project ideas as well as for prioritizing solutions during the ‘Define’ and ‘Improve’ phases.

An organization always has limited resources but has to handle multiple tasks. For any on-going business, there is bound to be a flood of day-to-day tasks and there would also be some that keep cropping up suddenly. It could be chasing a new business opportunity, addressing a major customer issue, production issues related to material, resources or equipment... and so on.

Despite the best attention and support provided by the executive leadership, it will usually be a challenge to mobilize a set of improvement ideas, get the teams involved, convert them to projects and get a continuous improvement program going. Hence it is important to involve the teams from the beginning and use a relatively objective approach to collectively decide where the priority of focus needs to be.

Effort vs Pay-Off Chart

GE came up with Effort vs Pay-Off Chart to classify and prioritize a list of solutions during the ‘Improve’ phase. The chart can certainly be made use of in the ‘Define’ phase as well to prioritize project ideas. The classification for each quadrant of this chart is as below, which is self explanatory.

• Low Effort, Low Pay Off (Low Hanging Fruits)
• Low Effort, High Pay Off (Jewels)
• High Effort, High Pay Off (High Hard)
• High Effort, Low Pay Off (Drop)

Similar to the E vs PO chart, the ‘PICK’ chart was developed by Lockheed Martin to classify a list of generated project ideas into 4 categories viz.

• Possible (Easy to do, Low Pay off)
• Implement (Easy to do, High Pay off)
• Challenge (Difficult to do, High Pay off)
• Kill (Difficult to do, Low Pay off)

They are represented using a four-quadrant window as below:

PICK chart along with PPI

It is recommended that the use of PICK chart may be further enhanced by combining along with the Pareto Priority Index (PPI). The PPI method provides a numerical value for each selected project as per the below formula:

PPI = (Savings x Prob. Of success) / (cost x time of completion)

The numerator of the PPI formula provides a quantification in terms of the Pay-Off along with its probability of success. It not only considers the savings, but also the probability of success, which is certainly dependent on the level of difficulty to implement. This helps to represent the X axis of the PICK chart.

Higher ‘Effort’ could require higher work hours and higher cost. Hence the denominator would represent the Y-axis of the PICK chart.

On the PICK chart we have 10 project ideas plotted, spread across the four quadrants, depending upon their X and Y co-ordinates.

A more detailed discussion about the PPI chart could be a separate topic of discussion.

Shashikant Adlakha

A  PICK chart  is an efficient Lean Six Sigma tool, which was originally     proposed by Lockheed Martin,  for     selecting among different process improvement ideas and methods during define phase of lean six sigma project.  

A pick chart     depicts     visual comparison of     different actionable tools, with reference to their ease of implementation and their effectiveness or likely improvement gain.    

In the Visual chart, all     the methods can be grouped in 4 categories on a 2*2 matrix; one axis connotes a graded     scale of payoff/ benefits/improvement , another     axis denotes     ease of implementation. The ease of implementation includes the cost factor as well as availability of other resources and compliance to the method.  

PICK stands for Possible, Implement, Challenge, Kill

Possible:- Low payoff, easy to implement

These are the ideas, that can be possibly implemented, but the exact payoff needs to be assessed and     compared to higher payoff ideas.

Implement:- High payoff, easy to do

These are the ideas, which are to be     immediately implemented, without further deliberations.

Challenge- High payoff, Hard to do

These are the ideas with good benefits, but because of     constraints, it’s difficult to implement. The challenges posed need to be overcome to     reap the benefits of the ideas. These ideas are not discarded immediately, and constraints optimization is best tried     and still if its not being overcome, then they are rejected.

Kill- Low payoff, Hard to do

These ideas are to be immediately discarded without much consideration, as there is low benefit and high constraints in implementing ideas.

The PICK charts can be implemented anywhere, in any kind of business with much ease and can be quite useful in framing the improvement ideas usually after  brainstorming sessions in define phase.

 Image reference: www.txm.com

Ajay Sharma.

PICK chart a lean six sigma tools was developed by Lockheed Martin for Lean Production. Initially this was developed to prioritize implementation of process improvements/Kaizen in plant

• P=Possible-Low Pay off and Easy to Do
• I=Implement-High Pay off and Easy to do
• C=Challenge-High Pay off and Hard to do
• K=Kill- Low Pay off and Hard to do

This is 2X2 matrix in which 4 Category available for decision where X axis has scale of benefits or payoff and Y axis has easiness of implementation. Then we have to make a decision and see in which quadrant of PICK chart which is divided into categories viz.   Implement, Possible, kill and Challenge.

Example:-In Kaizen month We have collected 310 Kaizen/Improvement and CFT is going to review .

Basic of Review is

• High Impact / High Investment/Pay Off & Low Investment/ ROI/Pay Off
• Easy to do/Hard to do

Team focus and priortize first on low hanging fruits which we can easily implements which are easy and High Pay off   than will plan for Hard and High Pay off .

• ·    First we focus “Implement” ideas the ones that should be acted upon,
• ·    the “Challenge ” ideas may still be viable if there’s an easier way to do them.
• ·    “Possible” should probably only be done if there’s spare time.
• ·    And “ Kill ” ideas are generally dismissed, but Kill-ideas should be revised and reviewed into accomplishable ideas.

The steps to be followed to create PICK chart are as below : Step 1: Raise the question and put it on the chart. Ask the team the question and then the team is supposed to answer the question at different stages and ensure that the data collected is relevant.  

Step 2: Every component of the data should be post on a different note like a sticky note. Arrange these notes on the left side of the chart.

Step 3: Then each team member should read all notes and draw it’s relevance and importance. Then each team member should decide themselves whether the idea should remain as the element of significant sample. Then these notes should be removed and stick on the other side of the chart. Then, the data is filtered enough to be processed by tools like affinity diagram, etc. - All team members write open-ended questions that are addressed to the learning objectives. - All team members have their own notes. - The mediator randomly picks one note from the group. - After all the notes are read, then the mediator will ask the group if there is any question about the idea which is just read. - Then mediator collects all notes that are being raised. Then make clusters of notes. - The above steps are repeated again and again until all notes are set in the cluster. - Then these clusters are subdivided in small groups and titles are assigned to each small cluster.

Applications:-

• Identify Projects on the base of priority
• Make & Buy Decision
• Kaizen Implementation Priority
• Data Analysis
• Agile software development

Use of PICK charts in define phase of six sigma

- to evaluate pre-process unprocessed data.

-to reduce big raw data to get to the reach base problem.

-to broken down the data into the needs and is often called as pre-processing.

-to analyze customer responses and extracting key phrases to verify the needs and their context.

-to ensure the traceability to the unique starting place. This will help in organizing the data for further classification.

-Prioritize the Project selection on the basis of PICK chart,

Ram Rajagopalan

PICK Chart.pdf

PICK stands for Possible, Implement, Challenge and Kill

PICK chart is basically a visual tool used for decision making. This tool could be used after brainstorming and may be used not only in Define phase but other phases of Six Sigma Project as well. In fact one could use it without doing a Six Sigma project as well.

PICK chart helps ideas that are Possible, Implement, Challenge and Kill basis two criteria

1. Effort in implementation

2. Pay off after implementation

Depending on the quadrant where a particular idea falls, that specific action is taken. 

Areas where this could be useful for businesses

1. Project selection

2. Solution selection

3. Investment option selection

4. Strategic decision making

PICK chart ( Possible, Implement, Challenge and Kill ) chart is a visual tool used to categorise process improvement ideas generated   after brainstorming sessions. When a team is faced with multiple improvement ideas, PICK chart helps in deciding which ideas should be implemented easily and have a high pay-off.

A  2 x 2 matrix has 4 categories. The horizontal axis shows the scale of payoff or benefits and the vertical axis shows ease of implementation.

POSSIBLE - Low payoff, easy to do

IMPLEMENT - High payoff, easy to do

CHALLENGE - High payoff, hard to do

KILL - Low payoff, hard to do

We will get a better idea of what to do next, once the options are sorted out.  

Implement   ideas are the ones that should be acted upon,

Challenge ideas can be done only when an easier way is found.

Possibles   can be done later in spare time.  

Kill   ideas are mostly dismissed.

Mayank Gupta

Everyone has given the correct answer and explained the concept well.

R Rajesh, Ajay Sharma and Ram Rajagoplan have been selected as the winners as they provided relevant life like examples of using the PICK Chart. 

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Problem-solving flowchart: A visual method to find perfect solutions

Reading time: about 7 min

“People ask me questions Lost in confusion Well, I tell them there's no problem Only solutions” —John Lennon, “Watching the Wheels”

Despite John Lennon’s lyrics, nobody is free from problems, and that’s especially true in business. Chances are that you encounter some kind of problem at work nearly every day, and maybe you’ve had to “put out a fire” before lunchtime once or twice in your career.

But perhaps what Lennon’s saying is that, no matter what comes our way, we can find solutions. How do you approach problems? Do you have a process in place to ensure that you and your co-workers come to the right solution?

In this article, we will give you some tips on how to find solutions visually through a problem-solving flowchart and other methods.

What is visual problem-solving?

If you are a literal thinker, you may think that visual problem-solving is something that your ophthalmologist does when your vision is blurry. For the rest of us, visual problem-solving involves executing the following steps in a visual way:

• Define the problem.
• Brainstorm solutions.
• Pick a solution.
• Implement solutions.
• Review the results.

How to make your problem-solving process more visual

Words pack a lot of power and are very important to how we communicate on a daily basis. Using words alone, you can brainstorm, organize data, identify problems, and come up with possible solutions. The way you write your ideas may make sense to you, but it may not be as easy for other team members to follow.

When you use flowcharts, diagrams, mind maps, and other visuals, the information is easier to digest. Your eyes dart around the page quickly gathering information, more fully engaging your brain to find patterns and make sense of the data.

Identify the problem with mind maps

So you know there is a problem that needs to be solved. Do you know what that problem is? Is there only one problem? Is the problem sum total of a bunch of smaller problems?

You need to ask these kinds of questions to be sure that you are working on the root of the issue. You don’t want to spend too much time and energy solving the wrong problem.

To help you identify the problem, use a mind map. Mind maps can help you visually brainstorm and collect ideas without a strict organization or structure. A mind map more closely aligns with the way a lot of our brains work—participants can bounce from one thought to the next defining the relationships as they go.

Mind mapping to solve a problem includes, but is not limited to, these relatively easy steps:

• In the center of the page, add your main idea or concept (in this case, the problem).
• Branch out from the center with possible root causes of the issue. Connect each cause to the central idea.
• Branch out from each of the subtopics with examples or additional details about the possible cause. As you add more information, make sure you are keeping the most important ideas closer to the main idea in the center.
• Use Collaborative AI to generate or expand on your ideas, so your mind map is as complete as possible.

Alternatively, you could use mind maps to brainstorm solutions once you discover the root cause. Try our free mind map template  or add the mind map shape library to quickly start your own mind map.

Create a problem-solving flowchart

A mind map is generally a good tool for non-linear thinkers. However, if you are a linear thinker—a person who thinks in terms of step-by-step progression making a flowchart may work better for your problem-solving strategy. A flowchart is a graphical representation of a workflow or process with various shapes connected by arrows representing each step.

Whether you are trying to solve a simple or complex problem, the steps you take to solve that problem with a flowchart are easy and straightforward. Using boxes and other shapes to represent steps, you connect the shapes with arrows that will take you down different paths until you find the logical solution at the end.

Flowcharts or decision trees are best used to solve problems or answer questions that are likely to come up multiple times. For example, Yoder Lumber , a family-owned hardwood manufacturer, built decision trees in Lucidchart to demonstrate what employees should do in the case of an injury.

To start your problem-solving flowchart, follow these steps:

• Draw a starting shape to state your problem.
• Draw a decision shape where you can ask questions that will give you yes-or-no answers.
• Based on the yes-or-no answers, draw arrows connecting the possible paths you can take to work through the steps and individual processes.
• Continue following paths and asking questions until you reach a logical solution to the stated problem.
• Try the solution. If it works, you’re done. If it doesn’t work, review the flowchart to analyze what may have gone wrong and rework the flowchart until you find the solution that works.

If your problem involves a process or workflow , you can also use flowcharts to visualize the current state of your process to find the bottleneck or problem that’s costing your company time and money.

Lucidchart has a large library of flowchart templates to help you analyze, design, and document problem-solving processes or any other type of procedure you can think of.

Draw a cause-and-effect diagram

A cause-and-effect diagram is used to analyze the relationship between an event or problem and the reason it happened. There is not always just one underlying cause of a problem, so this visual method can help you think through different potential causes and pinpoint the actual cause of a stated problem.

Cause-and-effect diagrams, created by Kaoru Ishikawa, are also known as Ishikawa diagrams, fishbone diagrams , or herringbone diagrams (because they resemble a fishbone when completed). By organizing causes and effects into smaller categories, these diagrams can be used to examine why things went wrong or might go wrong.

To perform a cause-and-effect analysis, follow these steps.

1. Start with a problem statement.

The problem statement is usually placed in a box or another shape at the far right of your page. Draw a horizontal line, called a “spine” or “backbone,” along the center of the page pointing to your problem statement.

2. Add the categories that represent possible causes.

For example, the category “Materials” may contain causes such as “poor quality,” “too expensive,” and “low inventory.” Draw angled lines (or “bones”) that branch out from the spine to these categories.

3. Add causes to each category.

Draw as many branches as you need to brainstorm the causes that belong in each category.

Like all visuals and diagrams, a cause-and-effect diagram can be as simple or as complex as you need it to be to help you analyze operations and other factors to identify causes related to undesired effects.

Collaborate with Lucidchart

You may have superior problem-solving skills, but that does not mean that you have to solve problems alone. The visual strategies above can help you engage the rest of your team. The more involved the team is in the creation of your visual problem-solving narrative, the more willing they will be to take ownership of the process and the more invested they will be in its outcome.

In Lucidchart, you can simply share the documents with the team members you want to be involved in the problem-solving process. It doesn’t matter where these people are located because Lucidchart documents can be accessed at any time from anywhere in the world.

Whatever method you decide to use to solve problems, work with Lucidchart to create the documents you need. Sign up for a free account today and start diagramming in minutes.

About Lucidchart

Lucidchart, a cloud-based intelligent diagramming application, is a core component of Lucid Software's Visual Collaboration Suite. This intuitive, cloud-based solution empowers teams to collaborate in real-time to build flowcharts, mockups, UML diagrams, customer journey maps, and more. Lucidchart propels teams forward to build the future faster. Lucid is proud to serve top businesses around the world, including customers such as Google, GE, and NBC Universal, and 99% of the Fortune 500. Lucid partners with industry leaders, including Google, Atlassian, and Microsoft. Since its founding, Lucid has received numerous awards for its products, business, and workplace culture. For more information, visit lucidchart.com.

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