The seven basic quality tools are effective for data analysis, process control, and quality improvement (numerical data). However, these basic tools cannot be used for verbal data. To organize verbal data into useful information, you would require the advanced quality tools or the seven management and planning tools. The seven advanced tools of quality were developed with a design approach to organize verbal data diagramatically. These tools work in conjunction with the basic quality tools and can be used by management and staff to develop ideas and formulate plans for improved project management. LEARNING OBJECTIVES 1. To understand the seven management and planning tools for project planning and management. 2. To learn how to apply the seven management and planning tools to projects, communication and daily management work. CONTENTS 1. Introduction 2. Affinity Diagram 3. Relations Diagram 4. Tree Diagram 5. Matrix Diagram 6. Matrix Data Analysis Chart 7. Arrow Diagram 8. Process Decision Program Chart (PDPC) To download this complete presentation, visit: http://www.oeconsulting.com.sg

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© Operational Excellence Consulting. All rights reserved.
Seven Advanced
Tools
of Quality

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Learning Objectives
• To understand the seven management and planning
tools for project planning and management.
• To learn how to apply the seven management and
planning tools to projects, communication and daily
work.

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Contents
1. Introduction
2. Affinity Diagram
3. Relations Diagram
4. Tree Diagram
5. Matrix Diagram
6. Matrix Data Analysis Chart
7. Arrow Diagram
8. Process Decision Program Chart (PDPC)
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Introduction to the Seven
Advanced Tools of Quality
1

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Introduction
• A committee for developing QC tools affiliated with JUSE
was set up in April 1972
• Aim was to develop more QC techniques with design
approach that can be used by management and staff
• Work in conjunction with original Seven Basic Tools
• Developed to organize verbal data diagrammatically
• Seven Basic Tools are effective for data analysis,
process control, and quality improvement (numerical
data)
• Used together increases TQM effectiveness

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Seven Advanced Tools of Quality
Also known as…
• Seven New Tools
• Seven Management & Planning Tools
• Seven Management Tools

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Relation Between Advanced & Basic QC
Tools
Facts
Data
Numerical Data Verbal Data
Seven Basic Tools Seven Advanced Tools
Organize
Information
•Analytical approach
Define problem after
collecting numerical data
Define problem after
collecting verbal data
•Generate Ideas
•Formulate Plans
Source: Nayatani, Y., The Seven New QC Tools

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The Seven Advanced Tools of Quality
1. Affinity Diagram
2. Relations Diagram
3. Tree Diagram
4. Matrix Diagram
5. Matrix Data Analysis Chart
6. Arrow Diagram
7. Process Decision Program Chart (PDPC)

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Description of the Management Tools
Management Tools Description
Affinity Diagram Organizes a large number of ideas into their natural relationships.
Relations Diagram
Shows cause-and-effect relationships and helps you analyze the natural links between
different aspects of a complex situation.
Tree Diagram
Breaks down broad categories into finer and finer levels of detail, helping you move your
thinking step by step from generalities to specifics.
Matrix Diagram
Shows the relationship between two, three or four groups of information and can give
information about the relationship, such as its strength, the roles played by various
individuals, or measurements.
Matrix Data Analysis
Chart
A complex mathematical technique for analyzing matrices, often replaced in this list by
the similar prioritization matrix. One of the most rigorous, careful and time-consuming of
decision-making tools, a prioritization matrix is an L-shaped matrix that uses pairwise
comparisons of a list of options to a set of criteria in order to choose the best option(s).
Arrow Diagram
Shows the required order of tasks in a project or process, the best schedule for the
entire project, and potential scheduling and resource problems and their solutions.
Process Decision
Program Chart (PDPC)
Systematically identifies what might go wrong in a plan under development.

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Affinity Diagram
2

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Affinity Diagram
• Purpose
 To gather large amounts of textual data (ideas, opinions, issues)
and organizes them into groupings based on their natural
relationships.
 The affinity process is often used to group ideas generated by
brainstorming.
• When to use
 When new ideas or new patterns of thinking are required.
 To generate a large list of possibilities.
 Sift through large volumes of data.

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Affinity Diagram
Type the problem here, e.g. Teamwork Issues
Group 1
Type the cause of the problem
here
Type the cause of the problem
here
Type the cause of the problem
here
Group 3
Type the cause of the problem
here
Type the cause of the problem
here
Type the cause of the problem
here
Group 2
Type the cause of the problem
here
Type the cause of the problem
here
Type the cause of the problem
here
Group 4
Type the cause of the problem
here
Type the cause of the problem
here
Type the cause of the problem
here

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Example of Affinity Diagram
Orders Consistently Late Last Quarter
Communications Issues
Sales & Marketing
Fail to alert when price
changes may affect
volume
Inconsistent adherence to
due dates
Fail to check production
schedule before promising
product
Manufacturing
Fail to keep production
schedule updated
Fail to keep inventory
updated
Fail to communicate
unscheduled equipment
down-time
Equipment Issues
Equipment
Breakdown
Inconsistent adherence to
maintenance dates
Equipment operated
outside of specifications
Old equipment, due to be
replaced, not operating at
peak capacity
External Factors
Major Supplier Filed
for Bankruptcy
Just-in-time inventory
system failed
Lack of inventory affects
60 orders
New supplier overloaded
with new clients

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Tree Diagram
4

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Tree Diagram
• Purpose
 Breaks down broad categories into finer and finer levels of detail,
helping us to think step by step from generalities to specifics.
• When to Use
 When an issue is known or being addressed in broad generalities
and you must move to specific details, such as when developing
logical steps to achieve an objective.
 When developing actions to carry out a solution or other plan.
 When analyzing processes in detail.
 When probing for the root cause of a problem.

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Tree Diagram
• When to Use (con’t)
 When evaluating implementation issues for several potential
solutions.
 After an affinity diagram or relations diagram has uncovered key
issues.
 As a communication tool, to explain details to others.

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Tree Diagram
To
Accomplish
Secondary
Means
Primary
Means
3rd Level
Means
3rd Level
Means
Secondary
Means
3rd Level
Means
3rd Level
Means
Secondary
Means
Primary
Means
3rd Level
Means
3rd Level
Means
Secondary
Means
3rd Level
Means
3rd Level
Means

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Tree Diagram – Example 1
Equipment Losses Breakdown Structure
(Horizontal Tree Diagram)

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Tree Diagram – Example 2
Project Risks
Technical
Requirements
Technology
Complexity
External
Subcontractors
Regulatory
Market
Customer
Weather
Organizational
Project
Dependencies
Resources
Funding
Priorization
Project Management
Estimating
Planning
Controlling
Communication
Risk Breakdown Structure
(Vertical Tree Diagram)

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Matrix Diagram
5

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Matrix Diagram
• Purpose
 To show the relationship between two or more groups of
information.
 The matrix enables the team to select the best option or set
priorities. The possible action points are compared with criterion
that enables the team to align their decision towards the business
objectives.
• Types of Matrix Diagrams
 L-shaped, T-shaped, Y-shaped, X-shaped, and C-shaped

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Matrix Diagram
• When to Use
 Provide information about the relationship, such as its strength,
the roles played by various individuals, or measurements.
 When a decision is required by integrating the perspective and
position of others in order to reach a consensus.
 To clarify the cause and effect relationship.
 To clarify relationships among quality characteristics.
 To organize data for collection.
 To evaluate options for implementing countermeasures.

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Example 1: L-Shaped Matrix Diagram
Cost
Handling
Features
Compact Size
Quality of
Shots
Nikon F4   Δ 
Nikon F90 Δ   
Nikon FM2 Δ Δ  
Nikon F50  Δ Δ 
Nikon F-601   Δ 
Evaluation of Cameras
Criteria
Camera Model
Key:  Strong Relationship  Average Relationship Δ Weak Relationship

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Complaints from
Tenants     
Crowded lift lobby   Δ Δ 
Use air freshener Δ Δ Δ  Δ
Scratches in lifts Δ  X X 
Number of
tenants
Transport
potted plants
in lift
Soil from
potted plants
Smell of
fertilizer from
plants
Potted plants
transported
at peak hours
Use artificial plants X X   
Transport potted
plants after 5.30 pm   Δ Δ 
Use hydro-culture X    Δ
Example 2: T-Shaped Matrix Diagram
Causes
Observations
Solutions
Key:
 Strong Relationship
 Relationship Exists
Δ Weak Relationship
✕ No Relationship

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Example 3: X-Shaped Matrix Diagram

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About
Operational Excellence
Consulting

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About Operational Excellence
Consulting
• Operational Excellence Consulting is a management
training and consulting firm that assists organizations in
improving business performance and effectiveness.
• The firm’s mission is to create business value for
organizations through innovative operational excellence
management training and consulting solutions.
• OEC takes a unique “beyond the tools” approach to enable
clients develop internal capabilities and cultural
transformation to achieve sustainable world-class excellence
and competitive advantage. For more information, please visit
www.oeconsulting.com.sg

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END OF PREVIEW
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