1. The New Seven
Q.C. Tools
A Training Presentation on the N7
By Christopher Diaz
2. What are the
New Seven Q.C. Tools
‚ Affinity Diagrams
ƒ Relations Diagrams
„ Tree Diagrams
… Matrix Diagrams
† Arrow Diagrams
‡ Process Decision Program Charts
ˆ Matrix Data Analysis
3. History of the
New Seven Q.C. Tools
Slide 1 0f 2
· Committee of J.U.S.E. - 1972
· Aim was to develop more QC
techniques with design approach
· Work in conjunction with original Basic
Seven Tools
· New set of methods (N7) - 1977
4. History of the
New Seven Q.C. Tools
Slide 2 0f 2
· Developed to organize verbal data
diagrammatically.
· Basic 7 tools effective for data analysis,
process control, and quality
improvement (numerical data)
· Used together increases TQM
effectiveness
5. What are the
Basic Seven Q.C. Tools?
‚ Flow Charts
ƒ Run Charts
„ Histograms
… Pareto Diagrams
† Cause and Effect Diagrams
‡ Scatter Diagrams
ˆ Control Charts
6. Relation Between New Seven
Q.C. Tools and Basic Seven
Tools
FACTS
Data
Numerical Data Verbal Data
Define problem after Define problem before
collecting numerical data collecting numerical data
The Basic Seven Tools The Seven New Tools
•Analytical approach •Generate Ideas
Organize •Formulate plans
Information
S o u rc e : N ayatan i , Y., T h e S e ve n N e w Q C T o o ls (T o k yo , Jap an , 3A C o rp o rati o n , 1 984)
7. Benefits of Incorporating
New Seven Q.C. Tools
Slide 1 0f 4
Enhanced Capabilities
‚ Organize verbal data
ƒ Generate ideas
„ Improve planning
… Eliminate errors and omissions
† Explain problems intelligibly
‡ Secure full cooperation
ˆ Persuade powerfully
8. Benefits of Incorporating
New Seven Q.C. Tools
Enhanced Keys to Organizational Reform
‚ Assess situations from various angles
ƒ Clarify the desired situation
„ Prioritize tasks effectively
… Proceed systematically
† Anticipate future events
‡ Change proactively
ˆ Get things right the first time
9. Benefits of Incorporating
New Seven Q.C. Tools
Slide 3 0f 4
Five Objectives of Organizational Reform
which will establish a Culture that:
‚ Identifies problems
ƒ Gives importance to planning
„ Stresses the importance of the process
… Prioritizes tasks
† Encourages everyone to think
systematically
10. Benefits of Incorporating
New Seven Q.C. Tools
Slide 4 0f 4
Unstructured Problem [must be put into solvable form]
The Seven New Tools
Problem is mapped
Problem becomes Thoughts are Plans are Problem becomes
obvious to all easily organized easily laid obvious to all
People understand Problem can be Nothing is Nub of problem
problem clearly articulated omitted is identified
Cooperation is Countermeasures
Things go well
obtained are on target
Problem is in solvable form
S o u rc e : N ayatan i , Y., T h e S e ve n N e w Q C T o o ls (T o k yo , Jap an , 3A C o rp o rati o n , 1 984)
11. New Seven Q.C. Tools
Affinity Diagrams
Slide 1 0f 7
For Pinpointing the Problem in a Chaotic
Situation and Generating Solution Strategies
· Gathers large amounts of intertwined
verbal data (ideas, opinions, issues)
· Organizes the data into groups based
on natural relationship
· Makes it feasible for further analysis
and to find a solution to the problem.
12. New Seven Q.C. Tools
Affinity Diagrams
Slide 2 0f 7
Advantages of Affinity Diagrams
· Facilitates breakthrough thinking and
stimulate fresh ideas
· Permits the problem to be pinned down
accurately
· Ensures everyone clearly recognizes the
problem
· Incorporates opinions of entire group
13. New Seven Q.C. Tools
Affinity Diagrams
Slide 3 0f 7
Advantages of Affinity Diagrams (cont.)
· Fosters team spirit
· Raises everyone’s level of awareness
· Spurs to the group into action
Topic
Affinity Statement Affinity Statement Affinity Statement
Data Card Data Card Data Card Data Card Data Card Data Card
Data Card Data Card Data Card Data Card Data Card Data Card
Data Card Data Card
Affinity Statement
Data Card Data Card
Data Card
14. New Seven Q.C. Tools
Affinity Diagrams
Slide 4 0f 7
Constructing an Affinity Diagram
Group Method Approach
‚ Select a topic
ƒ Collect verbal data by brainstorming
„ Discuss info collected until everyone
understands it thoroughly
… Write each item on separate data card
† Spread out all cards on table
15. New Seven Q.C. Tools
Affinity Diagrams
Slide 5 0f 7
Constructing an Affinity Diagram
Group Method Approach (cont.)
‡ Move data cards into groups of similar
themes (natural affinity for each other)
ˆ Combine statements on data cards to
new Affinity statement
‰ Make new card with Affinity statement
Š Continue to combine until less than 5
groups
16. New Seven Q.C. Tools
Affinity Diagrams
Slide 6 0f 7
Constructing an Affinity Diagram
Group Method Approach (cont.)
‹Lay the groups outs, keeping the affinity
clusters together
Next, complete the diagram
17. New Seven Q.C. Tools
Affinity Diagrams
Slide 7 0f 7
Completing an Affinity Diagram
Topic
Affinity Statement Affinity Statement Affinity Statement
Data Card Data Card Data Card Data Card Data Card Data Card
Data Card Data Card Data Card Data Card Data Card Data Card
Data Card Data Card
Affinity Statement
Data Card Data Card
Data Card
S o u rc e : N ayatan i , Y., T h e S e ve n N e w Q C T o o ls (T o k yo , Jap an , 3A C o rp o rati o n , 1 984)
18. New Seven Q.C. Tools
Relations Diagrams
Slide 1 0f 7
For Finding Solutions Strategies by Clarifying
Relationships with Complex Interrelated Causes
· Resolves tangled issues by unraveling
the logical connection
· Allows for “Multi-directional” thinking
rather than linear
· Also known as Interrelationship
diagrams
19. New Seven Q.C. Tools
Relations Diagrams
Slide 2 0f 7
Advantages of Relations Diagrams
· Useful at planning stage for obtaining
perspective on overall situation
· Facilitates consensus among team
· Assists to develop and change people’s
thinking
· Enables priorities to be identified
accurately
20. New Seven Q.C. Tools
Relations Diagrams
Slide 3 0f 7
Advantages of Relations Diagrams (cont.)
· Makes the problem recognizable by
clarifying the relationships among causes
Tertiary Tertiary
Cause Secondary Cause
Primary Cause Cause
Primary Cause Tertiary
Secondary Cause
Why doesn’t
Cause Secondary
X happen?
Cause
Primary Cause Primary Cause
Secondary 6th level
Cause
Tertiary Cause
Secondary Tertiary
Cause
Cause
4th level Cause 4th level 5th level
Cause Cause Cause
21. New Seven Q.C. Tools
Relations Diagrams
Slide 4 0f 7
Constructing a Relations Diagram
Group Method Approach
‚ Express the problem in form of “Why
isn’t something happening?”
ƒ Each member lists 5 causes affecting
problem
„ Write each item on a card
… Discuss info collected until everyone
understands it thoroughly
22. New Seven Q.C. Tools
Relations Diagrams
Slide 5 0f 7
Constructing a Relations Diagram
Group Method Approach (cont.)
† Move cards into similar groups
‡ Asking why, explore the cause-effect
relationships, and divide the cards into
primary, secondary and tertiary causes
ˆ Connect all cards by these relationships
‰ Further discuss until all possible causes
have been identified
23. New Seven Q.C. Tools
Relations Diagrams
Slide 6 0f 7
Constructing a Relations Diagram
Group Method Approach (cont.)
Š Review whole diagram looking for
relationships among causes
‹ Connect all related groups
Next, complete the diagram
24. New Seven Q.C. Tools
Relations Diagrams
Slide 7 0f 7
Completing a Relations Diagram
Tertiary Tertiary
Cause Secondary Cause
Primary Cause Cause
Primary Cause Tertiary
Secondary Cause
Cause Why doesn’t
X happen? Secondary
Cause
Primary Cause Primary Cause
6th level
Secondary
Cause
Tertiary Cause
Cause Tertiary
Secondary
Cause
Cause 4th level
4th level 5th level
Cause Cause Cause
S o u rc e : N ayatan i , Y., T h e S e ve n N e w Q C T o o ls (T o k yo , Jap an , 3A C o rp o rati o n , 1 984)
25. New Seven Q.C. Tools
Tree Diagrams
Slide 1 0f 5
For Systematically Pursuing the Best Strategies
for Attaining an Objective
· Develops a succession of strategies for
achieving objectives
· Reveals methods to achieve the results.
· Also known as Systematic diagrams or
Dendrograms
26. New Seven Q.C. Tools
Tree Diagrams
Slide 2 0f 5
Advantages of Tree Diagrams
· Systematic and logical approach is less
likely that items are omitted
· Facilitates agreement among team
· Are extremely convincing with strategies
4th means
Secondary means 3rd means 4th means
3rd means 4th means
Primary means 3rd means 4th means
4th means
To Secondary means 3rd means
4th means
Accomplish 4th means
Constraints
27. New Seven Q.C. Tools
Tree Diagrams
Slide 3 0f 5
Constructing a Tree Diagram
Group Method Approach
‚ Write Relations Diagram topic (Objective
card)
ƒ Identify constraints on how objective
can be achieved
„ Discuss means of achieving objective
(primary means, first level strategy)
… Take each primary mean, write ob-
jective for achieving it (secondary means)
28. New Seven Q.C. Tools
Tree Diagrams
Slide 4 0f 5
Constructing an Tree Diagram
Group Method Approach (cont.)
† Continue to expand to the fourth level
‡ Review each system of means in both
directions (from objective to means and means to
objective)
ˆ Add more cards if needed
‰ Connect all levels
Next, complete the diagram
29. New Seven Q.C. Tools
Tree Diagrams
Slide 5 0f 5
Completing a Tree Diagram 4th means
3rd means 4th means
Secondary means
3rd means 4th means
Primary means 4th means
3rd means
4th means
3rd means
Secondary means
To 4th means
Accomplish 4th means
3rd means 4th means
Secondary means 3rd means 4th means
4th means
Primary means
3rd means 4th means
Constraints
Secondary means 3rd means 4th means
S o u rc e : N ayatan i , Y., T h e S e ve n N e w Q C T o o ls (T o k yo , Jap an , 3A C o rp o rati o n , 1 984)
30. New Seven Q.C. Tools
Matrix Diagrams
Slide 1 0f 7
For Clarifying Problems by “Thinking
Multidimensionally”
· Consists of a two-dimensional array to
determine location and nature of
problem
· Discovers key ideas by relationships
represented by the cells in matrix.
31. New Seven Q.C. Tools
Matrix Diagrams
Slide 2 0f 7
Advantages of Matrix Diagrams
· Enable data on ideas based on extensive
experience
· Clarifies relationships among different
elements
· Makes overall structure of problem
immediately obvious
· Combined from two to four types of
diagrams, location of problem is clearer.
32. New Seven Q.C. Tools
Matrix Diagrams
Slide 3 0f 7
Advantages of Matrix Diagrams (cont.)
· 5 types: L-shaped, T-shaped, Y-shaped,
X-shaped, and C-shaped
O O =1 O =4 Principa l
QC circle supporter
O =2 O X =5 O Subsidia ry
=3 X =6
Site QC circle
Section/Plant
Section/Plant
Practicability
Eva lua tion Re sponsibilitie s
Manager
Member
Efficacy
Re ma rks
Leader
Rank
4th level means
from Tree diagram O O 1 O
4th level means
from Tree diagram O O 1 O Hold 4 times/month
4th level means
from Tree diagram O 3 O At every meeting
4th level means
from Tree diagram O 2 O
4th level means
from Tree diagram O X 5 O At least 3 times/year/person
4th level means
from Tree diagram O O 1 O O
4th level means
from Tree diagram 4 O
33. New Seven Q.C. Tools
Matrix Diagrams
Slide 4 0f 7
Constructing a Matrix Diagram
‚ Write final-level means from Tree
diagram forming vertical axis
ƒ Write in Evaluation categories (efficacy,
practicability, and rank) on horizontal axis.
„ Examine final-level means to identify
whom will implement them
… Write names along horizontal axis
34. New Seven Q.C. Tools
Matrix Diagrams
Slide 5 0f 7
Constructing a Matrix Diagram (cont.)
† Label group of columns as “Responsibilities”
‡ Label right-hand end of horizontal axis
as “Remarks”
ˆ Examine each cell and insert the
appropriate symbol:
Efficacy: O=good, E=satisfactory, X=none
Practicability: O=good,P=satisfactory, X=none
35. New Seven Q.C. Tools
Matrix Diagrams
Slide 6 0f 7
Constructing a Matrix Diagram (cont.)
‰ Determine score for each combination
of symbols, record in rank column
Š Examine cells under Responsibility
Columns, insert double-circle for
Principal and single-circle for Subsidiary
‹ Fill out remarks column and record
meanings of symbol
Next, complete the diagram
36. New Seven Q.C. Tools
Matrix Diagrams
Slide 7 0f 7
Completing a Matrix Diagram
O O =1 O =4 Principa l
O =2 O X =5 O Subsidiary
QC circle supporter
=3 X =6
Site QC circle
Eva luation Re sponsibilitie s
Section/Plant
Section/Plant
Practicability
Manager
Member
Efficacy
Re ma rks
Leader
Rank
4th level means
from Tree diagram O O 1 O
4th level means
from Tree diagram O O 1 O Hold 4 times/month
4th level means
from Tree diagram O 3 O At every meeting
4th level means
from Tree diagram O 2 O
4th level means
from Tree diagram O X 5 O At least 3 times/year/person
4th level means
from Tree diagram O O 1 O O
4th level means
from Tree diagram 4 O
4th level means
from Tree diagram O 2 O
4th level means
from Tree diagram O O 1 O
4th level means
from Tree diagram O O 1 O
S o u rc e : N ayatan i , Y., T h e S e ve n N e w Q C T o o ls (T o k yo , Jap an , 3A C o rp o rati o n , 1 984)
37. New Seven Q.C. Tools
Arrow Diagrams
Slide 1 0f 7
For Working Out Optimal Schedules and
Controlling Them Effectively
· Shows relationships among tasks
needed to implement a plan
· Network technique using nodes for
events and arrows for activities
· Used in PERT (Program Evaluation and Review
Technique) and CPM (Critical Path Method)
38. New Seven Q.C. Tools
Arrow Diagrams
Slide 2 0f 7
Advantages of Arrow Diagrams
· Allows overall task to viewed and potential
snags to be identified before work starts
· Leads to discovery of possible
improvements
· Makes it easy to monitor progress of work
· Deals promptly with changes to plan
· Improves communication among team
39. New Seven Q.C. Tools
Arrow Diagrams
Slide 3 0f 7
Advantages of Arrow Diagrams (cont.)
· Promotes understanding and agreement
among group
Strategy Constraints
4 12
1 2 3 5 9 10 13
Activity
6 8 11
7
40. New Seven Q.C. Tools
Arrow Diagrams
Slide 4 0f 7
Constructing an Arrow Diagram
‚ From strategies on Tree diagram, select
one (Objective of Arrow Diagram)
ƒ Identify constraints to Objective
„ List all activities necessary to achieving
Objective
… Write all essential activities on separate
cards
41. New Seven Q.C. Tools
Arrow Diagrams
Slide 5 0f 7
Constructing an Arrow Diagram (cont.)
† Organize cards in sequential order of
activities
‡ Remove any duplicate activities
ˆ Review order of activities, find
sequence with greatest amount of
activities
‰ Arrange parallel activities
42. New Seven Q.C. Tools
Arrow Diagrams
Slide 6 0f 7
Constructing an Arrow Diagram (cont.)
Š Examine path, number nodes in
sequence from left to right
‹ Record names and other necessary
information
Next, complete the diagram
43. New Seven Q.C. Tools
Arrow Diagrams
Slide 7 0f 7
Completing an Arrow Diagram
Strategy Constraints
4 12
1 2 3 5 9 10 13
Activity
6 8 11
7
S o u rc e : N ayatan i , Y., T h e S e ve n N e w Q C T o o ls (T o k yo , Jap an , 3A C o rp o rati o n , 1 984)
44. New Seven Q.C. Tools
Process Decisions Program
Charts
Slide 1 0f 7
For Producing the Desired Result from Many
Possible Outcomes
· Used to plan various contingencies
· Used for getting activities back on track
· Steers events in required direction if
unanticipated problems occur
· Finds feasible counter measures to
overcome problems
45. New Seven Q.C. Tools
Process Decisions Program
Charts
Slide 2 0f 7
Advantages of Process Decisions Program
Charts (PDPC’s)
· Facilitates forecasting
· Uses past to anticipate contingencies
· Enables problems to pinpointed
· Illustrates how events will be directed to
successful conclusion
· Enables those involved to understand
decision-makers intentions
46. New Seven Q.C. Tools
Process Decisions Program
Charts
Slide 3 0f 7
Advantages of PDPC’s (cont.)
· Fosters cooperation and communication in
group
· Easily modified and easily understood
Start
NO
NO NO
NO
YES YES NO NO
YES
NO
GOAL
47. New Seven Q.C. Tools
Process Decisions Program
Charts
Slide 4 0f 7
Constructing a PDPC
‚ Select a highly effective, but difficult
strategy from the Tree diagram
ƒ Decide on a goal (most desirable outcome)
„ Identify existing situation (Starting point)
… Identify constraints of objective
† List activities to reach goal and potential
problems with each activity
48. New Seven Q.C. Tools
Process Decisions Program
Charts
Slide 5 0f 7
Constructing an PDPC (cont.)
‡ Review list. Add extra activities or
problems not thought of previously
ˆ Prepare contingency plan for each step
and review what action is needed if
step is not achieved
‰ Examine carefully to check for
inconsistencies and all important factors
are included
49. New Seven Q.C. Tools
Process Decisions Program
Charts
Slide 6 0f 7
Constructing an PDPC (cont.)
Š Examine to make sure all contingency
plans are adequate
Next, complete the diagram
50. New Seven Q.C. Tools
Process Decisions Program
Charts
Slide 7 0f 7
Completing a PDPC Start
NO
NO NO
NO
YES YES NO NO
YES
NO
GOAL
S o u rc e : N ayatan i , Y., T h e S e ve n N e w Q C T o o ls (T o k yo , Jap an , 3A C o rp o rati o n , 1 9 84)
51. New Seven Q.C. Tools
Matrix Data Analysis
Slide 1 0f 6
Principal Component Analysis
· Technique quantifies and arranges data
presented in Matrix
· Based solely on numerical data
· Finds indicators that differentiate and
attempt to clarify large amount of
information
52. New Seven Q.C. Tools
Matrix Data Analysis
Slide 2 0f 6
Advantages of Principal Component Analysis
· Can be used in various fields (market surveys,
new product planning, process analysis)
· Can be when used when Matrix diagram
does not give sufficient information
· Useful as Prioritization Grid
53. New Seven Q.C. Tools
Matrix Data Analysis
Slide 3 0f 6
Constructing a Prioritization Grid
S o u rc e : F o s te r, S ., M an ag i n g Q u ali ty (U p p e r S ad d le R i ve r, N J: P re n ti c e H all, 2 001 )
‚ Determine your goal, your alternatives,
and criteria for decision
ƒ Place selection in order of importance
„ Apply percentage weight to each option
(all weights should add up to 1)
… Sum individual ratings to establish
overall ranking (Divide by number of options
for average ranking)
54. New Seven Q.C. Tools
Matrix Data Analysis
Slide 4 0f 6
Constructing a Prioritization Grid (cont.)
† Rank order each option with respect to
criterion (Average the rankings and apply a
completed ranking)
‡Multiply weight by associated rank in
Matrix (in example, 4 is best, 1 is worst)
ˆ Result is Importance Score
‰ Add up Importance Scores for each
option
55. New Seven Q.C. Tools
Matrix Data Analysis
Slide 5 0f 6
Constructing a Prioritization Grid (cont.)
Š Rank order the alternatives according to
importance
See completed the diagram
56. New Seven Q.C. Tools
Matrix Data Analysis
Slide 6 0f 6
Completing a Prioritization Grid
Criteria Customer Acceptance Strength Importance Option
(most important) Cost Reliability (least important) Sum Score Ranking
Options
Design A
Percentage weight .40 .30 .20 .10
Rank 4 3 3 1
Importance score 1.6 .90 .60 .10 3.2 1 (tie)
Design B
Percentage weight .30 .40 .10 .20
Rank 3 4 1 2
Importance score .90 1.6 .10 .40 3.0 2
Design C
Percentage weight .25 .25 .25 .25
Rank 1 2 4 3
Importance score .25 .50 1 .75 2.5 3
Design D
Percentage weight 0.3 .10 .20 .40
Rank 3 1 3 4
Importance score .90 .10 .60 1.6 3.2 1 (tie)
Sum of weights 1.25 1.05 .75 .95
Average weight .31 .26 .19 .24
Criterion Ranking 1 2 4 3
S o u rc e : F o s te r, S ., M an ag i n g Q u ali ty (U p p e r S ad d le R i ve r, N J: P re n ti c e H all, 2 001 )
Editor's Notes
Today, QC is still undergoing a major transformation. Through the evolution of TQM, all people in every dept and at every level have been and are being involved. Initially, QC was thought to be the responsibility solely of production dept through the inspection process. TQM now has become everyone’s business from Planning to Engineering to Marketing, and to direct Customer Service. (Nayatini 1) To assist in meeting the demands of this transformation,the Seven New QC Tools have been created. These have also been referred to as the N7’s or Seven Mgt. Tools for QC.
Affinity Diagrams Relations Diagrams Tree Diagrams Matrix Diagrams Arrow Diagrams Process Decision Program Charts Matrix data analysis We will spending most of our time on the first 6. Before we actually get started, we need to look at the:
A committee for developing QC tools affiliated with JUSE was set up in April 1972. Their aim was to develop QC techniques for use by managerial level and staff. This committee was headed by Yoshinobu Nayatani and they met regularly. In January 1977 the committee announced the results of its research in the form of a new set of methods called 'The Seven New QC Tools’. (http://www.iqd.com/pfttools.htm)
Their intent was to develop tools that would provide methods of organizing verbal data. They wanted to create a complete “Design Approach”. The established Basic 7 tools were very effective, however they were primarily focused on numerical data. For example, if a washing machine is redesigned. The customers don’t like the new control panel, style, and color. These statements are not expressed in numerically , but verbally. These statements are expressions of data, but only in a verbal form. (Nayatini 3) So in conjunction in with the B7, the N7 can dramatically increase the the effectiveness of many TQM activities. The two sets of tools can greatly assist the promotion of Total Quality.
Flow Charts - pictorial representation showing all of the steps of a process Run Charts - used to analyze processes according to time or order Histograms - bar graphs with frequency intervals Pareto Diagrams - 80/20 histograms for identifying and prioritizing problems Cause and Effect Diagrams - fishbone diagrams Scatter Diagrams - Identifies the possible relationship between the changes observed in two different sets of variables . Control Charts - used to determine whether a process will produce a product or service with consistent measurable properties
This shows how the N7 and the B7 complement each other in solving quality-related problems. Facts -> to Data! Do people provide data in numerical form or verbally? (How do you?) Information - This is the most IMPORTANT GOAL!!! Without the info, there will be no KNOWLEDGE gained which is required for achieving our goal! (Nayatini 4)
The N7 are used for promoting Total Quality. The goals for TQM are: Ensuring company fulfills obligations, Securing profits, Developing people (Nayatini 9) The N7 enhance the capabilities of every employee. It has a direct impact on developing the workforce. At the same time, the effectiveness and efficiency is greatly enhanced which results directly on the bottom-line.
The N7 will lead to Organizational Reform system-wide. These keys lead to a greater set of skills. The most important being, the ability to be proactive in anticipating future problems. (Nayatini 10)
The Organizational Reform establishes a system wide Culture that should result in stimulating people to think for themselves. This culture should result in a workforce that is constantly “Thinking TQM” and being “Creative with TQM”. (Nayatini 10)
The N7 are techniques for untangling the intricate relationships among the different variables of a problem. Using the N7 makes it easy to clarify the situation, establish a plan, and get to the root cause of the the problem. It also makes it easier to explain the situation and get “buy-in” with their cooperation. (Nayatini 6)
Affinity diagram is a tool/method that gathers large amounts of intertwined verbal data. It organizes the verbal data into groups based on natural relationship. Such formation of distinct groups help a meaningful picture to emerge, thereby making it feasible for further analysis and to find a solution to the problem. (http://www.iqd.com/pfttools.htm)
Review each bullet point!
Review each bullet point!
Review each bullet point! Topic: How will we spread the N7 through out the company? Ask for actual examples!!! Brainstorming in a group - Set up rules: No criticism, anything goes, More is best, Combine and improve ideas (Nayatini 39) When collecting data: - review circumstances surrounding the problem -examine the facts from a broad perspective -summarize statements in concise sentences When reviewing verbal data: - rewrite statements in specific terms
Review each bullet point! Topic: How will we spread the N7 through out the company? Combine actual examples!!! When grouping data cards: - do not group based on logic. Do so according to tendency of a natural result of mutual affinity. -do not rely on the superficial literal meaning -avoid classifying by keywords When writing Affinity cards: - capture the essence in a single statement - avoid general, abstract statements
Review each bullet point! Topic: How will we spread the N7 through out the company? When constructing and laying out diagram: - place the most important group of cards in the center
Review the Diagram
Relations Diagram also known as Interrelationship diagram is a tool for finding solution to problems that have complex causal relationship. This helps to untangle and find the logical relations among the intertwined causes and effects. It is a creative process which allows for 'Multi-directional' rather than 'linear' thinking to be used. (http://www.iqd.com/pfttools.htm)
Review each bullet point!
Review each bullet point!
Review each bullet point! Topic: Why do accidents due to falling objects happen in the workplace? (Nayatini 21) Ask for actual examples!!! When collecting causes: -start by defining any preconditions When reviewing verbal data: -discuss the problem thoroughly for clarity before writing card When writing cards: -ensure that the statement has only one possible meaning -express each statement in a complete sentence
Review each bullet point! Topic: Why do accidents due to falling objects happen in the workplace? (Nayatini 21) Ask for actual examples!!! When writing cards: -one concise idea per card When reviewing cause-effect relationships: -keep asking why -break down problem into components -look at situation from vary angles
Review each bullet point! Topic: Why do accidents due to falling objects happen in the workplace? (Nayatini 21) Ask for actual examples!!! When reviewing relationships: -when linking cause-effect, keep pair close together -break any continual loops -look at situation from vary angles
Review the Diagram
Tree Diagram is a technique for mapping out full range of paths and tasks that need to be done in order to achieve a primary goal and related sub goals. Such a diagram reveals in a simple way with clarity not only the magnitude of the problem but also helps to arrive at methods which are to be pursued to achieve the results. In other words, it serves the purpose of developing the essential means to achieve an objective or goal. (http://www.iqd.com/pfttools.htm)
Review each bullet point!
Review each bullet point! Topic: What kind of support must managers and technical staff provide in order to keep QC circles active? (Nayatini 24) Ask for actual examples!!! General: -have a group of diverse backgrounds and experience. Ideas are more readily generated -use brainstorming to creative more ideas and objectives When setting objectives: -make sure basic objectives are compatible with the next higher objective -make sure necessary means of achieving the objective have been included
Review each bullet point! Topic: What kind of support must managers and technical staff provide in order to keep QC circles active? (Nayatini 24) Ask for actual examples!!! When setting objectives: -make sure to scrutinize as you go to eliminate blind spots and omissions -make sure the develop the means for achieving the the objective at the level which it has to be implemented at necessary means of achieving the objective have been included When completing the diagram: -start at lowest level means and work back through the diagram. Verify each mean is capable of achieving objective
Review the Diagram
A Matrix Diagram consists of a number of columns and rows whose intersections are checked up, to find out the nature and strength of the problem . This will help us to arrive at key ideas and analyzing the relationship or its absence at the intersection and finding an effective way of pursuing the problem solving method. This enables conception of ideas on two dimensional relationship basis. The intersection points are also called "idea conception points". (http://www.iqd.com/pfttools.htm)
Review each bullet point!
Review each bullet point!
Review each bullet point! Topic: Evaluating Strategies and Allocating Responsibilities (Nayatini 48) General: -obtain problem-solving ideas by studying relationships between vertical and horizontal subjects -solve problems effectively by using the intersections on the matrix as starting points -be objective when assessing the strength of relationships -obtain reliable data from experience supported by actual observations -obtain a consensus among a group with real experience on the topic
Review each bullet point! Topic: Evaluating Strategies and Allocating Responsibilities (Nayatini 48) General: -obtain problem-solving ideas by studying relationships between vertical and horizontal subjects -solve problems effectively by using the intersections on the matrix as starting points -be objective when assessing the strength of relationships -obtain reliable data from experience supported by actual observations -obtain a consensus among a group with real experience on the topic
Review each bullet point! Topic: Evaluating Strategies and Allocating Responsibilities (Nayatini 48) General: -obtain problem-solving ideas by studying relationships between vertical and horizontal subjects -solve problems effectively by using the intersections on the matrix as starting points -be objective when assessing the strength of relationships -obtain reliable data from experience supported by actual observations -obtain a consensus among a group with real experience on the topic
Review the Diagram
Arrow diagrams are a network technique using nodes for events and arrows for activities for project planning, scheduling and monitoring. This is a very useful tool when we want to plan the activities of a known but a complex task or project. With the help of this tool we can workout an ideal project plan and also daily plan for not only to the main task but also for the other allied tasks and monitor their progress in an effective manner. (http://www.iqd.com/pfttools.htm)
Review each bullet point!
Review each bullet point!
Review each bullet point! Topic: Holding an In-House Training Seminar on the New Seven QC Tools? (Nayatini 30) Ask for actual examples!!! General: -be specific on exact constraints of the objective When listing activities: -express each task by a unique pair -find all tasks that can be performed in parallel time frame
Review each bullet point! Topic: Holding an In-House Training Seminar on the New Seven QC Tools? (Nayatini 30) Ask for actual examples!!! When reviewing activities: -use positive integers in the actual sequence (1 goes to 2, 2 cannot go to 1) -find all tasks that can be performed in parallel time frame
Review each bullet point! Topic: Holding an In-House Training Seminar on the New Seven QC Tools? (Nayatini 30) Ask for actual examples!!! When examining path: -use positive integers in the actual path -work from the farthest left side, then move to the next section and mark all activities before moving to next section -ensure that the diagram shows the exact correct sequence
Review the Diagram
The Process Decision Program Chart (PDPC) is a very useful and powerful method to overcome a problem or a goal to be achieved which are not familiar. With the help of PDPC we can map out all the conceivable events or contingencies that can occur in the implementation stage and also find out feasible counter measures to overcome these problems. (http://www.iqd.com/pfttools.htm)
Review each bullet point!
Review each bullet point!
Review each bullet point! Topic: Holding an In-House Training Seminar on the New Seven QC Tools? (Nayatini 35) Ask for actual examples!!! General: -continue updating the PDPC as it unfolds -consider that contingency plans are the objective. We are looking for the possible things that can go wrong. When listing activities: -start by constructing a diagram from the initial situation to its single outcome -find all tasks that can be performed in parallel time frame
Review each bullet point! Topic: Holding an In-House Training Seminar on the New Seven QC Tools? (Nayatini 35) When reviewing activities: -if it is unclear if an item is an action or a result from that action, treat it as an action -if a sequence of actions starts heading towards an undesirable result, introduce a countermeasure to break path and divert action in another direction -you may have to loop back and start at the beginning
Review each bullet point! Topic: Holding an In-House Training Seminar on the New Seven QC Tools? (Nayatini 35) When completing the diagram: -ensure that not too many arrows cross each other -highlight the most desirable path so that it stands out for the others
Review the Chart
Matrix Data Analysis is a multivariate analysis technique called 'Principal Component Analysis'. This technique quantifies and arranges data presented in a Matrix Diagram, to find more general indicators that would differentiate and give clarity to large amount of complexly intertwined information. This will help us to visualize properly and get an insight into the situations. (http://www.iqd.com/pfttools.htm)
Review each bullet point!
Review each bullet point! This is an exact example. (Foster 305) Go over step by step.
Review each bullet point! This is an exact example. Go over step by step.
Review each bullet point! This is an exact example. Go over step by step.
Review the Chart Explain that this is a very complex process, but should be used as primarily a prioritizing chart/grid.
