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1. Run Charts
Adding the element of time will help clarify your understanding of the causes of variation in your
processes. A run chart is a line graph of data points organized in time sequence and centered on the
median data value. The patterns in the run chart can help you find where to look for assignable causes of
variation.
What can it do for you?
Histograms or frequency plots can show you the general distribution or variation among a collection of
data points representing a process, but one histogram or one frequency plot can not show you trends or
help pinpoint unusual events. Sometimes, a normal-looking distribution will hide trends or other unusual
data. To spot those trends, the data must be considered in time order. Plotting data on a run chart can
help you identify trends and relate them to the time they occurred. This will help you in your search for
the special causes that
may be adding variation Unusual variation can hide in a frequency plot
to your process.
Run charts are especially
valuable in the measure
and analyze phases of
Lean Six Sigma
methodology.

2. How do you do it?
1. Select a characteristic from one of your processes. This characteristic could be presenting a problem
because excessive variation often drives it outside of specification limits, or it could be a cause of
customer complaints.
2. Measure the characteristic over time intervals and record the data. Note the time or the time period
that is associated with each data point.
3. Find the median data value. To do this, list the data values in numeric order. Include each data point,
even if it is a repeat value. If the number of data points is odd, the median is the middle value. If the
number of data points is even, the median is halfway between the two values nearest the middle. For
example, if the collected data points were: 5, 1, 18, 8, 12, 9, the ordered values would be: 1, 5, 8, 9,
12, and 18. The middlemost values are 8 and 9. The median is the average of those values, or 8.5.
(Remember, the numerically-ordered data is only for determining the median. The data must be
plotted in time order on the run chart to be of any value.)
4. Set up the scales for your run chart. The vertical scale will be the data values, and the horizontal
scale will be the time. Make the horizontal scale about two to three times the distance of the vertical
scale.
5. Label the vertical scale so that the values will be centered approximately on the median and so the
scale is about 1 ½ to 2 times the range of the collected data.
6. Draw a horizontal line representing the median value.
7. Plot the data points in sequence. Connect each point to the next point in the sequence with a line.
int ta
ns
ns
int ta
ns
ns
of r
of r
of r
of r
er t fo
er t fo
er t fo
er t fo
po f da
po f da
ru
ru
ru
ru
Some special cause variation reveals
s
s
mb mi
mb mi
mb mi
mb mi
o
o
itself in unusual run-chart patterns.
nu r li
r li
nu r li
nu r li
er
er
These clues can direct you in your
mb
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we
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pe
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Up
Up
search for causes. Count the number
Lo
Lo
Nu
Nu
nu
of runs. Runs are sequences of points 10 3 8 35 13 23
11 3 9 36 13 24
that stay on one side of, either above 12 3 10 37 13 25
or below, the median line. One way 13 4 10 38 14 25
14 4 11 39 14 26
of counting the runs is to circle these 15 4 12 40 15 26
sequences and tally them. Another 16 5 12 41 16 26
17 5 13 42 16 27
way of doing this is to count the 18 6 13 43 17 27
number of times the run-line crosses 19 6 14 44 17 28
20 6 15 45 17 29
the median, and then add one. 21 7 15 46 17 30
22 7 16 47 18 30
23 8 16 48 18 31
Compare the number of runs you 24 8 17 49 19 31
count to the accompanying chart. 25 9 17 50 19 32
26 9 18 60 24 37
27 9 19 70 28 43
Numbers of runs outside the range 28 10 19 80 33 48
shown for the number of data points 29 10 20 90 37 54
30 11 20 100 42 59
are statistically unusual. 31 11 21 110 46 65
32 11 22 120 51 70
33 11 22
34 12 23

3. Too few runs (below the lower limit) generally indicate that something cyclic is systematically shifting
the process average.
Example of too few runs
Too many runs could point to a problem of consecutive, over-compensating process adjustments or
indicate that the data points actually came from two sources with different process averages.
Example of too many runs

4. Look for sequences of ascending or descending values. Seven or more continuously increasing or
continuously decreasing points indicates a trend that is shifting the process average. When you are
counting points, ignore any points that repeat the previous value. Repeated values neither add to the
length of the run nor break it.
Examples of
seven or more
ascending and
descending
points
Search for seven or more consecutive points on the same side of the median line or 10 of 11 points or 12
of 14 or 16 of 20. (Ignore any points that are exactly on the median.) Such a sequence indicates that
something has occurred to shift the process average in that direction.
Examples of seven or
more ascending and
descending points

5. A sequence of 14 or more data points alternating up and down suggests a variation related to sampling
(such as one reading early in the day and one reading toward the end) or that the data is coming from
two sources with different process averages (such as from two machines making the same part.) In
looking for up-and-down alternation, ignore any points that are exactly the same as the preceding point.
Example of 14 or more
alternating points
A sequence of seven or more points with exactly the same value usually should signal you to look for a
special cause. While it is possible that your process has improved to the extent that the existing
measurement technique is no longer sensitive enough to measure variation, it is usually more probable
that a gauge is stuck or broken or that someone is making up the data.
Example of seven points in a row
with the same value

6. Now what?
Run charts can be very valuable in
helping your search for sources of
variation. They are easy to plot and easy
to interpret. The sampling is
uncomplicated, and there are no statistical
computations to make. They can also be
applied to almost any process or any data.
On the other hand, they are not an instant
indicator. They are best used for spotting
trends; short shifts in the process cannot
always be detected with run charts. In
addition, special causes that produce
general piece-to-piece variation will not
be readily detected on run charts.
Finally, a simple run chart cannot
establish the natural capabilities of a
process, so it isn’t possible to use one to
predict what specifications a process can
actually meet. To do that, you need to
create a control chart, a run chart with
statistical control limits.
Steven Bonacorsi is the President of the International Standard for Lean Six
Sigma (ISLSS) and Certified Lean Six Sigma Master Black Belt instructor and
coach. Steven Bonacorsi has trained hundreds of Master Black Belts, Black
Belts, Green Belts, and Project Sponsors and Executive Leaders in Lean Six
Sigma DMAIC and Design for Lean Six Sigma process improvement
methodologies.
Author for the Process Excellence Network (PEX
Network / IQPC).
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Steven Bonacorsi, President and Lean Six Sigma Master Black Belt
47 Seasons Lane, Londonderry, NH 03053, USA
Phone: + (1) 603-401-7047
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