new seven tools presentation two on 14-12-2011

7/31/2019 New Seven Tools Presentation TWO on 14-12-2011

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The New Seven

Q.C. Tools

A Training Presentation

Dr. Sunil Thaman

Micro and Small Enterprises ofSirmaur Dist, Himachal Pradesh.

25th

March, 2011


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New Seven Q C TOOLS

Micro and Small Enterprises of Baddi,

Barotiwala and Nalagarh,

Himachal Pradesh.

14th December, 2011


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What are the

New Seven Q.C. Tools

Affinity Diagrams

Relations Diagrams

Tree Diagrams

Matrix Diagrams

Arrow Diagrams

Process Decision Program Charts

Matrix Data Analysis


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History of the


Committee of J.U.S.E. - 1972

Aim was to develop more QCtechniques with design approach

Work in conjunction with original Basic

Seven Tools

New set of methods (N7) - 1977

Slide 1 0f 2


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History of the


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

Slide 2 0f 2


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What are the

Basic Seven Q.C. Tools?

Flow Charts

Run Charts

Histograms

Pareto Diagrams

Cause and Effect Diagrams

Scatter Diagrams

Control Charts


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Relation Between New Seven

Q.C. Tools and Basic Seven

Tools

FACTS

Data

Numerical Data Verbal Data

Organize

The Seven New Tools

Information

The Basic Seven Tools

Generate Ideas

Formulate plans

Analytical approach

Define problem aftercollecting numerical data

Define problem beforecollecting numerical data

Source:Nayatani, Y., The Seven New QC Tools(Tokyo, Japan, 3A Corporation, 1984)


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Enhanced Capabilities

Generate ideas

Improve planning

Eliminate errors and omissions Explain problems intelligibly

Secure full cooperation

Persuade powerfully

Benefits of Incorporating


Organize verbal data

Slide 1 0f 4


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Enhanced Keys to Organizational Reform

Clarify the desired situation

Prioritize tasks effectively

Proceed systematicallyAnticipate future events

Change proactively

Get things right the first time



Assess situations from various angles

Slide 2 0f 4


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Five Objectives of Organizational Reform

which will establish a Culture that:

Gives importance to planning

Stresses the importance of the process Prioritizes tasks

Encourages everyone to think

systematically


New Seven Q.C. ToolsSlide 3 0f 4

Identifies problems


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Unstructured Problem[must be put into solvable form]

Problem is mapped

Problem becomes

obvious to all

Problem is in solvable form

Slide 4 0f 4

The Seven New Tools

Thoughts are

easily organized

Things go well

People understand

problem

Cooperation is

obtained

Countermeasures

are on target

Problem becomes

obvious to all

Nub of problem

is identified

Problem can be

clearly articulated

Plans are

easily laid

Nothing isomitted



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Affinity Diagrams

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.

Slide 1 0f 7


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Affinity Diagrams

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

Slide 2 0f 7


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Affinity Diagrams

Advantages of Affinity Diagrams(cont.)

Fosters team spirit

Raises everyones level of awareness

Spurs to the group into action

Slide 3 0f 7

Topic

Affinity Statement

Data CardData Card

Data CardData Card

Affinity Statement

Data CardData Card

Data CardData Card

Affinity Statement

Data CardData Card

Data Card

Affinity Statement

Data CardData Card

Data CardData Card

Data Card Data Card


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Affinity Diagrams

Constructing an Affinity DiagramGroup Method Approach

Slide 4 0f 7

Select a topic 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


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Affinity Diagrams

Constructing an Affinity DiagramGroup Method Approach(cont.)

Slide 5 0f 7

Move data cards into groups of similarthemes (natural affinity for each other)

Combine statements on data cards to

new Affinity statement Make new card with Affinity statement Continue to combine until less than 5

groups


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Affinity Diagrams

Constructing an Affinity DiagramGroup Method Approach(cont.)

Slide 6 0f 7

Lay the groups outs, keeping the affinityclusters together

Next, complete the diagram


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Affinity Diagrams

Completing an Affinity Diagram

Slide 7 0f 7

TopicAffinity Statement

Data CardData Card

Data CardData Card

Affinity Statement

Data CardData Card

Data CardData Card

Affinity Statement

Data CardData Card

Data Card

Affinity Statement

Data CardData Card

Data CardData Card

Data Card Data Card



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Relations Diagrams

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

Slide 1 0f 7


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Relations Diagrams

Advantages of Relations Diagrams

Useful at planning stage for obtaining

perspective on overall situation

Facilitates consensus among team

Assists to develop and change peoples

thinking

Enables priorities to be identified

accurately

Slide 2 0f 7


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Relations Diagrams

Advantages of Relations Diagrams(cont.) Makes the problem recognizable by

clarifying the relationships among causes

Slide 3 0f 7

Why doesnt

X happen?

Primary Cause

Primary Cause

Primary Cause

Primary Cause

Tertiary

Cause

Secondary

Cause

Secondary

Cause

Secondary

Cause

Secondary

Cause

Tertiary

Cause

4th levelCause

Tertiary

Cause

Tertiary

Cause

4th level

Cause 5th levelCause

6th level

Cause

Tertiary

Cause

SecondaryCause


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Relations Diagrams

Constructing a Relations DiagramGroup Method Approach

Slide 4 0f 7

Express the problem in form of Whyisnt something happening?

Each member lists 5 causes affectingproblem

Discuss info collected until everyoneunderstands it thoroughly

Write each item on a card


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Relations Diagrams

Constructing a Relations DiagramGroup Method Approach(cont.)

Slide 5 0f 7

Move cards into similar groupsAsking why, explore the cause-effect

relationships, and divide the cards into

primary, secondary and tertiary causes Connect all cards by these relationships

Further discuss until all possible causes

have been identified


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Relations Diagrams

Constructing a Relations DiagramGroup Method Approach(cont.)

Slide 6 0f 7

Connect all related groups


Review whole diagram looking forrelationships among causes


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Relations Diagrams

Completing a Relations Diagram

Slide 7 0f 7

Why doesnt

X happen?

Primary Cause

Primary Cause

Primary Cause

Primary Cause

Tertiary

Cause

Secondary

Cause

Secondary

Cause

Secondary

Cause

Secondary

Cause

Tertiary

Cause

4th level

Cause

Tertiary

Cause

Tertiary

Cause

4th level

Cause

5th level

Cause

6th level

Cause

Tertiary

Cause

Secondary

Cause



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Tree Diagrams

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

Slide 1 0f 5


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Tree Diagrams

Advantages of Tree Diagrams Systematic and logical approach is less

likely that items are omitted Facilitates agreement among team

Are extremely convincing with strategies

Slide 2 0f 5

To

Accomplish

Primary means

Constraints

Secondary means

Secondary means

3rd means

3rd means

3rd means

3rd means

4th means4th means

4th means

4th means

4th means

4th means

4th means


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Discuss means of achieving objective(primary means, first level strategy)


Tree Diagrams

Constructing a Tree DiagramGroup Method Approach

Slide 3 0f 5

Write Relations Diagram topic (Objectivecard)

Identify constraints on how objectivecan be achieved

Take each primary mean, write ob-

jective for achieving it (secondary means)


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Tree Diagrams

Constructing an Tree DiagramGroup Method Approach(cont.)

Slide 4 0f 5

Continue to expand to the fourth level Review each system of means in both

directions (from objective to means and means toobjective)

Add more cards if needed

Connect all levels



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Tree Diagrams

Completing a Tree Diagram

Slide 5 0f 5

To

Accomplish

3rd means

3rd means

Primary means

3rd means

3rd means

Constraints

Primary means

Secondary means

Secondary means

Secondary means

Secondary means

3rd means

3rd means

3rd means

3rd means

4th means

4th means

4th means

4th means

4th means

4th means

4th means

4th means

4th means

4th means

4th means

4th means



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Matrix Diagrams

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.

Slide 1 0f 7


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Matrix Diagrams

Advantages of Matrix Diagrams

Enable data on ideas based on extensive

experience Clarifies relationships among different

elements

Makes overall structure of problemimmediately obvious

Combined from two to four types of

diagrams, location of problem is clearer.

Slide 2 0f 7


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Matrix Diagrams

Advantages of Matrix Diagrams(cont.) 5 types: L-shaped, T-shaped, Y-shaped, X-

shaped, and C-shaped

Slide 3 0f 7

O O =1 O =4 Principal

O =2 O X =5 O Subsidiary

=3 X =6

Efficacy

Practica

bility

Rank

SiteQCcircle

Section/Plant

QCcirclesupporter

Section/Plant

Manager

Leader

Member

4th level means

from Tree diagram O O 1 O4th level means

from Tree diagram O O 1 O Hold 4 times/month4th level means

from Tree diagram O 3 O At every meeting4th level means

from Tree diagram O 2 O4th level means

from Tree diagram O X 5 O At least 3 times/year/person4th level means

from Tree diagram O O 1 O O4th level means

from Tree diagram 4 O

Evaluation Responsibilities

Remarks


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Matrix Diagrams

Constructing a Matrix Diagram

Slide 4 0f 7

Write final-level means from Treediagram forming vertical axis

Write in Evaluation categories (efficacy,practicability, and rank) on horizontal axis.

Write names along horizontal axis

Examine final-level means to identifywhom will implement them


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Matrix Diagrams

Constructing a Matrix Diagram(cont.)

Slide 5 0f 7

Label group of columns as Responsibilities

Label right-hand end of horizontal axisasRemarks

Examine each cell and insert the

appropriate symbol:Efficacy: O=good,=satisfactory, X=none

Practicability: O=good,=satisfactory, X=none


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Matrix Diagrams

Constructing a Matrix Diagram(cont.)

Slide 6 0f 7

Fill out remarks column and recordmeanings of symbol


Examine cells under ResponsibilityColumns, insert double-circle for

Principaland single-circle for Subsidiary

Determine score for each combination

of symbols, record in rank column


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Matrix Diagrams

Completing a Matrix DiagramSlide 7 0f 7

O O =1 O =4 Principal

O =2 O X =5 O Subsidiary

=3 X =6

Efficacy

Practicability

Rank

SiteQCcircle

Section/Plant

QCcirclesupporter

Section/Plant

Manager

Leader

Member

4th level means

from Tree diagram O O 1 O

4th level means

from Tree diagram O O 1 O Hold 4 times/month4th level means

from Tree diagram

O 3 OAt every meeting4th level means

from Tree diagram O 2 O

4th level means

from Tree diagram O X 5 O At least 3 times/year/person4th 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 meansfrom Tree diagram O O 1 O

Evaluation Responsibilities

Remarks



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Arrow Diagrams

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)

Slide 1 0f 7


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Arrow Diagrams

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

Slide 2 0f 7


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Arrow Diagrams

Advantages of Arrow Diagrams(cont.) Promotes understanding and agreement

among group

Slide 3 0f 7

Strategy

1

Constraints

Activity

2

4

3 5 9

6 8

7

10 13

12

11


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Arrow Diagrams

Constructing an Arrow Diagram

Slide 4 0f 7

From strategies on Tree diagram, selectone (Objective of Arrow Diagram)

Identify constraints to Objective

Write all essential activities on separatecards

List all activities necessary to achievingObjective


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Arrow Diagrams

Constructing an Arrow Diagram(cont.)

Slide 5 0f 7

Organize cards in sequential order of

activities Remove any duplicate activities

Review order of activities, find

sequence with greatest amount ofactivitiesArrange parallel activities


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Arrow Diagrams

Constructing an Arrow Diagram(cont.)

Slide 6 0f 7

Record names and other necessaryinformation


Examine path, number nodes insequence from left to right


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Arrow Diagrams

Completing an Arrow DiagramSlide 7 0f 7

Strategy

1

Constraints

Activity

2

4

3 5 9

6 8

7

10 13

12

11




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Q

Process Decisions Program

Charts

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 ifunanticipated problems occur

Finds feasible counter measures to

overcome problems

Slide 1 0f 7



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Advantages of Process Decisions ProgramCharts (PDPCs)

Facilitates forecasting Uses past to anticipate contingencies

Enables problems to pinpointed

Illustrates how events will be directed tosuccessful conclusion

Enables those involved to understand

decision-makers intentions

Slide 2 0f 7

Q


Charts



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Advantages of PDPCs(cont.) Fosters cooperation and communication in

group Easily modified and easily understood

Slide 3 0f 7


Charts

Start

GOAL

YESYES

NONONO

NO

NO

YES

NONO



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Constructing a PDPC

Slide 4 0f 7

Select a highly effective, but difficultstrategy from the Tree diagram

Decide on a goal (most desirable outcome)

Identify constraints of objective

Identify existing situation (Starting point)


Charts

List activities to reach goal and potentialproblems with each activity



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Constructing an PDPC(cont.)

Slide 5 0f 7

Review list. Add extra activities or

problems not thought of previously 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


Charts



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Constructing an PDPC(cont.)

Slide 6 0f 7


Examine to make sure all contingency

plans are adequate


Charts



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Completing a PDPCSlide 7 0f 7


Charts

Start

GOAL

YESYES

NONONO

NO

NO

YES

NO

NO



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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

Slide 1 0f 6


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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

Slide 2 0f 6


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Constructing a Prioritization GridSource:Foster, S., Managing Quality(Upper Saddle River, NJ: Prentice Hall, 2001)

Slide 3 0f 6

Determine your goal, your alternatives,

and criteria for decision

Place selection in order of importance

Sum individual ratings to establishoverall ranking (Divide by number of optionsfor average ranking)

Apply percentage weight to each option

(all weights should add up to 1)


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Constructing a Prioritization Grid(cont.)

Slide 4 0f 6

Rank order each option with respect to

criterion (Average the rankings and apply acompleted ranking)

Multiply weight by associated rank inMatrix (in example, 4 is best, 1 is worst)

Result is Importance Score

Add up Importance Scoresfor eachoption


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Constructing a Prioritization Grid(cont.)

Slide 5 0f 6

See completed the diagram

Rank order the alternatives according to

importance


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Completing a Prioritization GridSlide 6 0f 6



Source:Foster, S., Managing Quality(Upper Saddle River, NJ: Prentice Hall, 2001)

Cost Reliability

Options

Design A

.30 .203 3

.90 .60 3.2 1 (tie)

Design B

.40 .10

4 1

1.6 .10 3.0 2

Design C

.25 .252 4

.50 1 2.5 3

Design D

.10 .20

1 3

.10 .60 3.2 1 (tie)

1.05 .75

.26 .19

2 4

Importance

Sum Score

Option

Ranking(least important)

Strength

Importance score

RankPercentage weight

Percentage weight

Rank

Importance score

Percentage weightRank

Importance score

Percentage weight

Rank

Importance score

Sum of weights

Average weight

Criterion Ranking

Customer Acceptance

(most important)

.404

1.6

.30

3

.90

.251

.25

0.3

3

.90

1.25

2

.40

.25

.75

.101

.10

.20

.95

.24

3

Criteria

.40

4

3

1.6

.31

1


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Review


Affinity Diagrams

Relations Diagrams

Tree Diagrams

Matrix Diagrams

Arrow Diagrams

Process Decision Program Charts



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Mental Attitudes- Keen awareness to the actual problem

- Eagerness to solve problem- Be highly motivated for the challenge

Keys to Successfully Using the


Four Specific Keys

Understand the problem Select the right tool for the job

Obtain appropriate verbal data

Interpret analytical results


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Understand the problem

Stage 1 - problem is unclear and not obvious

what exact issue should be addressed

Stage 2 - problem is obvious, but causes unknown

explore causes and single out valid onesStage 3 - problem and causes are known

required action is unknown

strategies and plan must be developed

4 Specific Keys


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Selecting Right tool for the Job

Stage 1 - Collect verbal information on events(Affinity Diagram)

Stage 2 - Choose tool to identify causes

(Relations Diagram / Matrix Diagram)

Stage 3 - List strategies and activities

(Tree Diagram / Relations Diagram)

Plan actual activities

(Arrow Diagram / PDPC Chart)

4 Specific Keys (cont.)


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Obtaining appropriate verbal data

Three types of verbal data:- Facts; factual observations expressed in words

- Opinions; factual information colored by opinion

- Ideas; New concepts created by analyzing facts

.Group Discussions:

- Ensures common understanding

- All data should be without bias or distortion

- Data should fit objective of the analysis



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Interpreting Analytical Results

Information must be obtained for accomplishingobjectives from:- Completed diagrams; or- Process of completing diagrams

Analyze actual information obtained:- Prepare summarized report with findings,conclusions, and processes used

- Check if necessary data has been obtained, if not

- Discover the cause and take appropriate action



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Practical Application of


Complete the following Relations Diagram- Review notes for clarity

- Get in groups of 4-5 per table (work as a team!)

- Topic -Using the New Seven QC Tools skillfully

-Cause cards- will be provided (not categorized)-Arrange cards to complete diagram

(some hints have been provided)

Example; Relations Diagram

Abilities Required for Applying New Seven QC Tools


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Practical Application of


Abilities Required for Applying New Seven QC Tools

Use N7

Skillfully

Primary

Cause

Primary

Cause

PrimaryCause

B

T

R

Y

F

I

L

Source:Foster, S., Managing Quality(Upper Saddle River, NJ: Prentice Hall, 2001)


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Summary


1- Provide Training in Thinking

2- Raise Peoples Problem Solving Confidence3- Increase Peoples Ability to Predict Future Events

Benefits of New Seven Q.C. Tools

1- Express verbal data diagrammatically2- Make information visible3- Organize information intelligibly4- Clarify overall picture and fine details

5- Get more people involved

Roles of New Seven Q.C. Tools


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Thank You

.

new seven tools presentation two on 14-12-2011

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