{"id":70238,"date":"2026-05-14T17:13:16","date_gmt":"2026-05-14T20:13:16","guid":{"rendered":"https:\/\/actiosoftware.com\/?p=70238"},"modified":"2026-05-14T17:13:18","modified_gmt":"2026-05-14T20:13:18","slug":"pareto-chart","status":"publish","type":"post","link":"https:\/\/actiosoftware.com\/en\/blog\/diagrama-de-pareto\/","title":{"rendered":"Pareto Diagram: How to Prioritize Problems and Turn Analysis into Results\u00a0"},"content":{"rendered":"

Actio\u2019s Pareto chart<\/strong> It is an essential tool for anyone who wants to separate noise from priority. It allows you to identify the causes of impacts on costs, productivity, quality, or execution. <\/p>\n\n\n\n

It assists in the connection between analysis and decision-making, taking into account indicators, action plans, and governance. <\/p>\n\n\n\n

Throughout this article, you'll see what Pareto is, how to build the analysis, and how Actio helps companies transform prioritization into strategic execution. <\/p>\n\n\n\n

The Pareto chart is a type of chart that contains both bars and a line graph, where individual values are represented in descending order by bars, and the cumulative total is represented by the line. It is used to identify and prioritize the most significant factors among a set of factors. The Pareto principle, also known as the 80\/20 rule, suggests that roughly 80% of effects come from 20% of causes.<\/strong> <\/h2>\n\n\n\n

Actio\u2019s Pareto chart<\/strong> It is an analysis tool that organizes causes, defects, deviations, or occurrences in descending order of impact, combining bars and a cumulative line.  <\/p>\n\n\n\n

It allows you to see which factors concentrate the largest share of the problem and guides prioritization decisions with a managerial and statistical focus. <\/p>\n\n\n\n

In practice, the chart shows two pieces of information simultaneously: the individual contribution of each category and the accumulated impact of the most relevant categories. For this reason, it is widely used in quality, operations, and continuous improvement. <\/p>\n\n\n\n

The American Society for Quality<\/strong><\/a> The Pareto chart is a tool focused on analyzing the frequency of problems or causes within a process. It is classified among the classic quality tools.  <\/p>\n\n\n\n

Difference between Pareto analysis, bar chart, and root cause<\/strong> <\/h3>\n\n\n\n

Although visually it resembles a bar chart, the Pareto has a different analytical logic. The bars are ordered from greatest to least impact, and the cumulative line shows how much of the problem is explained by the main categories. <\/p>\n\n\n\n

This does not mean that Pareto automatically finds the root cause, but it points to where to investigate first.  <\/p>\n\n\n\n

To deepen the diagnosis, it is common to combine it with tools such as the Ishikawa Diagram, statistical analysis, Process mapping<\/strong><\/a> and structured improvement meetings.  <\/p>\n\n\n\n

Why is the 80\/20 Pareto chart relevant to senior management?<\/strong> <\/h2>\n\n\n\n

Actio\u2019s Pareto chart 80\/20<\/strong> It is relevant to executives because it reduces decision-making dispersion. Instead of allocating capital, time, and people linearly, it helps concentrate resources on the few factors that tend to explain the majority of losses, delays, costs, or risks. <\/p>\n\n\n\n

The 80\/20 logic should not be interpreted as a rule. In some contexts, the ratio could be 70\/30, 85\/15, or there may not be such a clear cutoff point.  <\/p>\n\n\n\n

The essential thing is to identify the relative concentration of impact and separate what requires priority action from what can be addressed in a second wave of improvement.  <\/p>\n\n\n\n

Himself Juran Institute<\/strong><\/a> highlights that there can be an \u201cambiguous zone\u201d when the separation between the few vital and the many useful is not clear.  <\/p>\n\n\n\n

Pareto Chart and Problem Prioritization<\/strong> <\/h3>\n\n\n\n

When talking about Pareto chart and problem prioritization<\/strong>, the biggest gain is in the ability to transform an extensive list of deviations into an objective executive agenda.  <\/p>\n\n\n\n

In an operations committee, for example, it's common to have dozens of reported problems, such as delays, supplier failures, demand variations, machine downtime, customer complaints, and quality deviations.  <\/p>\n\n\n\n

Without a prioritization logic, everyone competes for the same attention. With Pareto, the discussion becomes oriented by relative contribution, accumulated impact, and potential for improvement. <\/p>\n\n\n\n

How to make a Pareto chart?<\/strong> <\/h2>\n\n\n\n

To build the graph, define the problem, choose a unit of measure, consolidate data by category, order factors from highest to lowest impact, calculate cumulative percentages, and identify the management cutoff point. <\/p>\n\n\n\n

Basically, the process for creating a Pareto chart would be as follows: <\/p>\n\n\n\n

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  1. Define the problem precisely:\u00a0<\/strong>Define the problem and analyze the data.;\u00a0<\/li>\n<\/ol>\n\n\n\n
      \n
    1. Choose the impact unit:<\/strong>\u00a0Analyze the most relevant impacts and associated risks;\u00a0<\/li>\n<\/ol>\n\n\n\n
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      1. Consolidate and categorize the data:<\/strong>\u00a0Classify the information and maintain the quality of the database;\u00a0<\/li>\n<\/ol>\n\n\n\n
          \n
        1. Order the categories and calculate the running total:\u00a0<\/strong>Organize the categories in descending order of impact and calculate the individual and cumulative percentages.;\u00a0<\/li>\n<\/ol>\n\n\n\n
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          1. Define the cutoff point:<\/strong>\u00a0Evaluate and define the impact on effort, risk, interdependence, and intervention feasibility.\u00a0<\/li>\n<\/ol>\n\n\n\n

            How to apply the Pareto chart in corporate areas<\/strong> <\/h2>\n\n\n\n

            The application of the Pareto diagram is broad<\/strong>. Almost every corporation faces difficulties in applying priorities, which can lead to significant delays in processes. <\/p>\n\n\n\n

            In general, the diagram can be adapted for different areas, such as: <\/p>\n\n\n\n

            Area<\/strong> <\/td>Typical application<\/strong> <\/td>Supported decision<\/strong> <\/td><\/tr>
            Operations <\/td>Downtime, delays, bottlenecks, productivity losses <\/td>Prioritize efficiency projects <\/td><\/tr>
            Quality <\/td>Defects, rework, non-conformities <\/td>Reduce the cost of poor quality <\/td><\/tr>
            Supply chain <\/td>Supplier delays, stockouts, returns <\/td>Review contracts, inventory, and suppliers <\/td><\/tr>
            Customer service <\/td>Complaints, calls, churn reasons <\/td>Improve customer experience <\/td><\/tr>
            Financial <\/td>Budget overruns, recurring expenses, losses <\/td>Control costs and protect margins <\/td><\/tr>
            Risk <\/td>Events, failed controls, recurring vulnerabilities <\/td>Prioritize mitigation and controls <\/td><\/tr>
            Human Resources <\/td>Absenteeism, turnover, reasons for termination <\/td>Direct climate and retention actions <\/td><\/tr>
            Strategy <\/td>Delayed projects, missed goals, critical indicators <\/td>Reallocate resources and adjust portfolio <\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n

            The Pareto principle doesn't need to be restricted to a single area and can be incorporated into others as needed. Furthermore, this tool can become essential for helping with strategic management implementation<\/strong><\/a> in different sectors. <\/p>\n\n\n\n

            Common errors in applying the Pareto chart<\/strong> <\/h2>\n\n\n\n

            There are some common mistakes when applying the Black diagram in practice, either by treating it as an automatic rule or by ignoring the segmentation of each area. However, some stand out. <\/p>\n\n\n\n