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The New Seven Q.C. Tools A Training Presentation on the N7
By Christopher Diaz
What are the
New Seven Q.C. Tools
❶
Affinity Diagrams
❷
Relations Diagrams
❸
Tree Diagrams
❹
Matrix Diagrams
Arrow Diagrams ❻ Process Decision Program Charts ❼ Matrix Data Analysis ❺
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
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
What are the
Basic Seven Q.C. Tools?
❶
Flow Charts
❷
Run Charts
❸
Histograms
❹
Pareto Diagrams
Cause and Effect Diagrams ❻ Scatter Diagrams ❺
❼
Control Charts
Relation Between New Seven Q.C. Tools and Basic Seven Tools
Define problem after collecting numerical data
•Analytical approach
Define problem before collecting numerical data
•Generate Ideas •Formulate plans
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
Benefits of Incorporating
New Seven Q.C. Tools
Slide 1 0f 4
Enhanced Capabilities ❶ Organize verbal data ❷ Generate ideas ❸ Improve planning ❹ Eliminate errors and omissions ❺ Explain problems intelligibly ❻ Secure full cooperation ❼ Persuade powerfully
Benefits of Incorporating
New Seven Q.C. Tools
Slide 2 0f 4
Enhanced Keys to Organizational ❶ Reform Assess situations from various ❷ angles Clarify the desired situation ❸ Prioritize tasks effectively ❹ Proceed systematically ❺ Anticipate future events ❻ Change proactively ❼ Get things right the first time
Benefits of Incorporating
New Seven Q.C. Tools
Slide 3 0f 4
Five Objectives of Organizational Reform which will establish ❶ Identifies problemsa Culture that: ❷ Gives importance to planning ❸ Stresses the importance of the ❹ Prioritizes process tasks ❺ Encourages everyone to think systematically
Benefits of Incorporating
New Seven Q.C. Tools
Slide 4 0f 4
Unstructured Problem The Seven New Tools
Problem is in solvable form Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
New Seven Q.C. Tools
Affinity Diagrams Slide 1 0f 7
For Pinpointing the Problem in a Chaotic Situation and Generating ➲ Gathers large amountsSolution of Strategies
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
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
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
New Seven Q.C. Tools
Affinity Diagrams Slide 4 0f 7
Constructing an Affinity Diagram Group Method Approach
Select a topic ❷ Collect verbal data by ❸ brainstorming Discuss info collected until everyone understands it ❹ Write thoroughly each item on separate data ❺ card Spread out all cards on table ❶
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 ❼ other) Combine statements on data cards to new Affinity statement ❽ Make new card with Affinity ❾ Continue statementto combine until less than 5 groups ❻
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 ❿
New Seven Q.C. Tools
Affinity Diagrams Slide 7 0f 7
Completing an Affinity Diagram Topic
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
New Seven Q.C. Tools
Relations Diagrams Slide 1 0f 7
For Finding Solutions Strategies by Clarifying Relationships with Complex Interrelated ➲ Resolves tangled issues by Causes
unraveling the logical connection
➲
Allows for “Multi-directional” thinking rather than linear
➲
Also known as Interrelationship diagrams
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
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 Primary Cause Primary Cause Why doesn’t X happen?
Primary Cause
Primary Cause
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?” ❷ Each member lists 5 causes affecting problem ❸ Write each item on a card ❹ Discuss info collected until everyone understands it thoroughly ❶
New Seven Q.C. Tools
Relations Diagrams Slide 5 0f 7
Constructing a Relations Diagram Group Method Approach
(cont.)
Move cards into similar groups ❻ Asking why, explore the causeeffect relationships, and divide the cards into primary, secondary and ❼ tertiary Connectcauses all cards by these ❺
❽
relationships Further discuss until all possible causes have been identified
New Seven Q.C. Tools
Relations Diagrams Slide 6 0f 7
Constructing a Relations Diagram Group Method Approach
(cont.)
Review whole diagram looking for relationships among causes ❿ Connect all related groups ❾
Next, complete the diagram
New Seven Q.C. Tools
Relations Diagrams Slide 7 0f 7
Completing a Relations Diagram Primary Cause Primary Cause Why doesn’t X happen?
Primary Cause
Primary Cause
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
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
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
To Accomplish Constraints
New Seven Q.C. Tools
Tree Diagrams Slide 3 0f 5
Constructing a Tree Diagram Group Method Approach
❶
Write Relations Diagram topic (Objective card)
Identify constraints on how objective can be achieved ❸ Discuss means of achieving objective (primary means, first level ❹ Take each primary mean, write strategy) ob-jective for achieving it (secondary ❷
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 ❻ level Review each system of means in both directions (from objective to means ❺
and means to objective)
Add more cards if needed ❽ Connect all levels Next, complete the diagram ❼
New Seven Q.C. Tools
Tree Diagrams Slide 5 0f 5
Completing a Tree Diagram
To Accomplish
Constraints Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
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.
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
New Seven Q.C. Tools
Matrix Diagrams Slide 3 0f 7
means diagram means diagram means diagram means diagram means diagram means diagram means diagram
QC circle supporter
=4 =5 =6
Principa l
O
Subsidia ry
O
1
O
O
O
1
O
Hold 4 times/month
O
3
O
At every meeting
O
Section/Plant
Site QC circle
level Tree level Tree level Tree level Tree level Tree level Tree level Tree
O X X
O
2
O
X
5
O
O
1 4
Member
Leader
Re sponsibilitie s Manager
Evalua tion
4th from 4th from 4th from 4th from 4th from 4th from 4th from
O
Rank
=1 =2 =3
Practicability
O
Efficacy
O O
Section/Plant
➲
Advantages of Matrix Diagrams (cont.) 5 types: L-shaped, T-shaped, Yshaped, X-shaped, and C-shaped
Re ma rks
O O O
At least 3 times/year/person
O O
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 ❷ Write in Evaluation categories (efficacy, practicability, and rank) on ❸ horizontal axis. Examine final-level means to identify whom will implement them ❹ Write names along horizontal axis ❶
New Seven Q.C. Tools
Matrix Diagrams Slide 5 0f 7
Constructing a Matrix Diagram
(cont.)
Label group of columns as ❻ “Responsibilities” Label right-hand end of horizontal axis as “Remarks” ❼ Examine each cell and insert the appropriate symbol: ❺
Efficacy: O=good, =satisfactory, X=none Practicability: O=good, =satisfactory, X=none
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 ❾ rank column Examine cells under Responsibility Columns, insert double-circle for Principal and single-circle for ❿ Subsidiary Fill out remarks column and record meanings of symbol Next, complete the diagram ❽
New Seven Q.C. Tools
Matrix Diagrams Slide 7 0f 7
Completing a Matrix Diagram
means diagram means diagram means diagram means diagram means diagram means diagram means diagram means diagram means diagram means diagram
QC circle supporter
Principa l
O
Subsidiary
Site QC circle
level Tree level Tree level Tree level Tree level Tree level Tree level Tree level Tree level Tree level Tree
=4 =5 =6
O
O
1
O
O
O
1
O
Hold 4 times/month
O
3
O
At every meeting
O
2
O
X
5
O
O
1 4
O
Member
Leader
Manager
Section/Plant
Re sponsibilitie s
Section/Plant
Eva luation
4th from 4th from 4th from 4th from 4th from 4th from 4th from 4th from 4th from 4th from
O
O X X
Rank
=1 =2 =3
Practicability
O
Efficacy
O O
O O O
At least 3 times/year/person
O O
2
O O
O
O
1
O
O
1
Re ma rks
O Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
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
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
➲
New Seven Q.C. Tools
Arrow Diagrams Slide 3 0f 7
➲
Advantages of Arrow Diagrams Promotes understanding and agreement among group Strategy
Constraints
(cont.)
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) ❷ Identify constraints to Objective ❸ List all activities necessary to achieving Objective ❹ Write all essential activities on separate cards ❶
New Seven Q.C. Tools
Arrow Diagrams Slide 5 0f 7
Constructing an Arrow Diagram
(cont.)
Organize cards in sequential order of activities ❻ Remove any duplicate activities ❼ Review order of activities, find sequence with greatest amount of activities ❽ Arrange parallel activities ❺
New Seven Q.C. Tools
Arrow Diagrams Slide 6 0f 7
Constructing an Arrow Diagram
(cont.)
Examine path, number nodes in sequence from left to right ❿ Record names and other necessary information ❾
Next, complete the diagram
New Seven Q.C. Tools
Arrow Diagrams Slide 7 0f 7
Completing an Arrow Diagram Strategy
Constraints
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
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
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
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
YES
YES
NO YES
NO
GOAL
NO
NO
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 ❷ Decide diagramon a goal (most desirable ❸ outcome) Identify existing situation (Starting point) ❹ Identify constraints of objective ❺ List activities to reach goal and potential problems with each activity ❶
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 ❼ Prepare contingency plan for each step and review what action is needed if step is not achieved ❽ Examine carefully to check for inconsistencies and all important factors are included ❻
New Seven Q.C. Tools
Process Decisions Program Charts
Slide 6 0f 7
Constructing an PDPC ❾
(cont.)
Examine to make sure all contingency plans are adequate
Next, complete the diagram
New Seven Q.C. Tools
Process Decisions Program Charts Completing a PDPC
NO
NO YES
Slide 7 0f 7
Start
NO YES
NO
NO NO
YES NO
GOAL Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
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
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
New Seven Q.C. Tools
Matrix Data Analysis Slide 3 0f 6
Constructing a Prioritization Grid Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001)
Determine your goal, your alternatives, and criteria for ❷ Place decision selection in order of ❸ importance Apply percentage weight to each option (all weights should add up to 1) ❹ Sum individual ratings to establish overall ranking (Divide by number of ❶
options for average ranking)
New Seven Q.C. Tools
Matrix Data Analysis Slide 4 0f 6
Constructing a Prioritization Grid ❺
(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) ❼ Result is Importance Score ❽ Add up Importance Scores for each option
❻
New Seven Q.C. Tools
Matrix Data Analysis Slide 5 0f 6
Constructing a Prioritization Grid ❾
Rank order the alternatives according to importance
See completed the diagram
(cont.)
New Seven Q.C. Tools
Matrix Data Analysis Slide 6 0f 6
Completing a Prioritization Grid Criteria
Customer Acceptance (most important)
Strength Importance Option Reliability (least important) Sum Score Ranking
Cost
Design A Percentage weight Rank Importance score
.40 4 1.6
.30 3 .90
.20 3 .60
.10 1 .10
3.2
1 (tie)
Design B Percentage weight Rank Importance score
.30 3 .90
.40 4 1.6
.10 1 .10
.20 2 .40
3.0
2
Design C Percentage weight Rank Importance score
.25 1 .25
.25 2 .50
.25 4 1
.25 3 .75
2.5
3
Design D Percentage weight Rank Importance score
0.3 3 .90
.10 1 .10
.20 3 .60
.40 4 1.6
3.2
1 (tie)
Sum of weights Average weight Criterion Ranking
1.25 .31 1
1.05 .26 2
.75 .19 4
.95 .24 3
Options
Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001)
Review
New Seven Q.C. Tools
❶
Affinity Diagrams
❷
Relations Diagrams
❸
Tree Diagrams
❹
Matrix Diagrams
Arrow Diagrams ❻ Process Decision Program Charts ❼ Matrix Data Analysis ❺
Keys to Successfully Using the
New Seven Q.C. Tools
Slide 1 0f 5
Mental Attitudes - Keen awareness to the actual problem - Eagerness to solve problem - Be highly motivated for the challenge
Four Specific Keys ❶ ❷ ❸ ❹
Understand the problem Select the right tool for the job Obtain appropriate verbal data Interpret analytical results
Keys to Successfully Using the
New Seven Q.C. Tools
Slide 2 0f 5
4 Specific Keys ❶
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 ones Stage 3 - problem and causes are known
Keys to Successfully Using the
New Seven Q.C. Tools 4 Specific Keys
❷
Slide 3 0f 5
(cont.)
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
Keys to Successfully Using the
New Seven Q.C. Tools 4 Specific Keys
❸
Slide 4 0f 5
(cont.)
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
Keys to Successfully Using the
New Seven Q.C. Tools 4 Specific Keys
❹
Slide 5 0f 5
(cont.)
Interpreting Analytical Results Information must be obtained for accomplishing objectives 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
Practical Application of
New Seven Q.C. Tools
Slide 1 0f 5
Example; Relations Diagram ”Abilities Required for Applying New Seven QC Tools” 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 categorized)
(not
Practical Application of
New Seven Q.C. Tools
Slide 2 0f 5
”Abilities Required for Applying New Seven QC Tools”
Primary Cause
Primary Cause
Use N7 Skillfully
Primary Cause
Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001)
Primary Cause
Practical Application of
New Seven Q.C. Tools
A B C D E F G H I J K L M
Slide 3 0f 5
”Abilities Required for Applying New Seven QC Tools” Cause (hints areseriousness in yellow) of problem Interpret data clearlyStatements N Understand Select appropriate tool Think systematically Give opinions Know what the problem is Extract necessary information Collect reliable verbal data Think multidimensionally Obtain facts Interpret analytical results Generate ideas Know that distorted data is useless Grasp overall pictured
O P Q R S T U V W X Y Z
Think flexibly from various standpoints Obtain appropriate verbal data Expose core of problem Communicate well Accurately understand real problem Have excellent intuition See to heart of problem Select appropriate type of verbal data Think in terms of word-based diagram Express genuine thoughts Hear and respect other's opinions Generate highly accurate verbal data
Practical Application of
New Seven Q.C. Tools
Slide 4 0f 5
”Abilities Required for Applying New Seven QC Tools”
Primary Cause
Primary Cause
Use N7 Skillfully
Primary Cause
Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001)
B
Practical Application of
New Seven Q.C. Tools
Slide 5 0f 5
Solution for ”Abilities Required for Applying New Seven QC Tools”
E J
Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001)
Use N7 Skillfully
B
Summary
New Seven Q.C. Tools
Benefits of New Seven Q.C. Tools 1- Provide Training in Thinking 2- Raise People’s Problem Solving Confidence 3- Increase People’s Ability to Predict Future Events
Roles of New Seven Q.C. Tools 12345-
Express verbal data diagrammatically Make information visible Organize information intelligibly Clarify overall picture and fine details Get more people involved
Bibliography Foster, Thomas. Managing Quality. An Integrative Approach. Upper Saddle River : Prentice Hall, 2001. Nayatani, Yoshingobu, Eiga, Toru, Futami, Ryoji, Miyagawa, Hiroyuki, and Loftus, John. The Seven New QC Tools: Practical Applications for Managers. Tokyo : 3A Corporation, 1994. “TQM: The 9 TQM Tools.” Internet http://www.iqd.com/pfttools.htm.
By Christopher Diaz
What are the
New Seven Q.C. Tools
❶
Affinity Diagrams
❷
Relations Diagrams
❸
Tree Diagrams
❹
Matrix Diagrams
Arrow Diagrams ❻ Process Decision Program Charts ❼ Matrix Data Analysis ❺
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
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
What are the
Basic Seven Q.C. Tools?
❶
Flow Charts
❷
Run Charts
❸
Histograms
❹
Pareto Diagrams
Cause and Effect Diagrams ❻ Scatter Diagrams ❺
❼
Control Charts
Relation Between New Seven Q.C. Tools and Basic Seven Tools
Define problem after collecting numerical data
•Analytical approach
Define problem before collecting numerical data
•Generate Ideas •Formulate plans
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
Benefits of Incorporating
New Seven Q.C. Tools
Slide 1 0f 4
Enhanced Capabilities ❶ Organize verbal data ❷ Generate ideas ❸ Improve planning ❹ Eliminate errors and omissions ❺ Explain problems intelligibly ❻ Secure full cooperation ❼ Persuade powerfully
Benefits of Incorporating
New Seven Q.C. Tools
Slide 2 0f 4
Enhanced Keys to Organizational ❶ Reform Assess situations from various ❷ angles Clarify the desired situation ❸ Prioritize tasks effectively ❹ Proceed systematically ❺ Anticipate future events ❻ Change proactively ❼ Get things right the first time
Benefits of Incorporating
New Seven Q.C. Tools
Slide 3 0f 4
Five Objectives of Organizational Reform which will establish ❶ Identifies problemsa Culture that: ❷ Gives importance to planning ❸ Stresses the importance of the ❹ Prioritizes process tasks ❺ Encourages everyone to think systematically
Benefits of Incorporating
New Seven Q.C. Tools
Slide 4 0f 4
Unstructured Problem The Seven New Tools
Problem is in solvable form Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
New Seven Q.C. Tools
Affinity Diagrams Slide 1 0f 7
For Pinpointing the Problem in a Chaotic Situation and Generating ➲ Gathers large amountsSolution of Strategies
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
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
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
New Seven Q.C. Tools
Affinity Diagrams Slide 4 0f 7
Constructing an Affinity Diagram Group Method Approach
Select a topic ❷ Collect verbal data by ❸ brainstorming Discuss info collected until everyone understands it ❹ Write thoroughly each item on separate data ❺ card Spread out all cards on table ❶
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 ❼ other) Combine statements on data cards to new Affinity statement ❽ Make new card with Affinity ❾ Continue statementto combine until less than 5 groups ❻
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 ❿
New Seven Q.C. Tools
Affinity Diagrams Slide 7 0f 7
Completing an Affinity Diagram Topic
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
New Seven Q.C. Tools
Relations Diagrams Slide 1 0f 7
For Finding Solutions Strategies by Clarifying Relationships with Complex Interrelated ➲ Resolves tangled issues by Causes
unraveling the logical connection
➲
Allows for “Multi-directional” thinking rather than linear
➲
Also known as Interrelationship diagrams
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
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 Primary Cause Primary Cause Why doesn’t X happen?
Primary Cause
Primary Cause
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?” ❷ Each member lists 5 causes affecting problem ❸ Write each item on a card ❹ Discuss info collected until everyone understands it thoroughly ❶
New Seven Q.C. Tools
Relations Diagrams Slide 5 0f 7
Constructing a Relations Diagram Group Method Approach
(cont.)
Move cards into similar groups ❻ Asking why, explore the causeeffect relationships, and divide the cards into primary, secondary and ❼ tertiary Connectcauses all cards by these ❺
❽
relationships Further discuss until all possible causes have been identified
New Seven Q.C. Tools
Relations Diagrams Slide 6 0f 7
Constructing a Relations Diagram Group Method Approach
(cont.)
Review whole diagram looking for relationships among causes ❿ Connect all related groups ❾
Next, complete the diagram
New Seven Q.C. Tools
Relations Diagrams Slide 7 0f 7
Completing a Relations Diagram Primary Cause Primary Cause Why doesn’t X happen?
Primary Cause
Primary Cause
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
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
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
To Accomplish Constraints
New Seven Q.C. Tools
Tree Diagrams Slide 3 0f 5
Constructing a Tree Diagram Group Method Approach
❶
Write Relations Diagram topic (Objective card)
Identify constraints on how objective can be achieved ❸ Discuss means of achieving objective (primary means, first level ❹ Take each primary mean, write strategy) ob-jective for achieving it (secondary ❷
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 ❻ level Review each system of means in both directions (from objective to means ❺
and means to objective)
Add more cards if needed ❽ Connect all levels Next, complete the diagram ❼
New Seven Q.C. Tools
Tree Diagrams Slide 5 0f 5
Completing a Tree Diagram
To Accomplish
Constraints Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
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.
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
New Seven Q.C. Tools
Matrix Diagrams Slide 3 0f 7
means diagram means diagram means diagram means diagram means diagram means diagram means diagram
QC circle supporter
=4 =5 =6
Principa l
O
Subsidia ry
O
1
O
O
O
1
O
Hold 4 times/month
O
3
O
At every meeting
O
Section/Plant
Site QC circle
level Tree level Tree level Tree level Tree level Tree level Tree level Tree
O X X
O
2
O
X
5
O
O
1 4
Member
Leader
Re sponsibilitie s Manager
Evalua tion
4th from 4th from 4th from 4th from 4th from 4th from 4th from
O
Rank
=1 =2 =3
Practicability
O
Efficacy
O O
Section/Plant
➲
Advantages of Matrix Diagrams (cont.) 5 types: L-shaped, T-shaped, Yshaped, X-shaped, and C-shaped
Re ma rks
O O O
At least 3 times/year/person
O O
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 ❷ Write in Evaluation categories (efficacy, practicability, and rank) on ❸ horizontal axis. Examine final-level means to identify whom will implement them ❹ Write names along horizontal axis ❶
New Seven Q.C. Tools
Matrix Diagrams Slide 5 0f 7
Constructing a Matrix Diagram
(cont.)
Label group of columns as ❻ “Responsibilities” Label right-hand end of horizontal axis as “Remarks” ❼ Examine each cell and insert the appropriate symbol: ❺
Efficacy: O=good, =satisfactory, X=none Practicability: O=good, =satisfactory, X=none
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 ❾ rank column Examine cells under Responsibility Columns, insert double-circle for Principal and single-circle for ❿ Subsidiary Fill out remarks column and record meanings of symbol Next, complete the diagram ❽
New Seven Q.C. Tools
Matrix Diagrams Slide 7 0f 7
Completing a Matrix Diagram
means diagram means diagram means diagram means diagram means diagram means diagram means diagram means diagram means diagram means diagram
QC circle supporter
Principa l
O
Subsidiary
Site QC circle
level Tree level Tree level Tree level Tree level Tree level Tree level Tree level Tree level Tree level Tree
=4 =5 =6
O
O
1
O
O
O
1
O
Hold 4 times/month
O
3
O
At every meeting
O
2
O
X
5
O
O
1 4
O
Member
Leader
Manager
Section/Plant
Re sponsibilitie s
Section/Plant
Eva luation
4th from 4th from 4th from 4th from 4th from 4th from 4th from 4th from 4th from 4th from
O
O X X
Rank
=1 =2 =3
Practicability
O
Efficacy
O O
O O O
At least 3 times/year/person
O O
2
O O
O
O
1
O
O
1
Re ma rks
O Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
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
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
➲
New Seven Q.C. Tools
Arrow Diagrams Slide 3 0f 7
➲
Advantages of Arrow Diagrams Promotes understanding and agreement among group Strategy
Constraints
(cont.)
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) ❷ Identify constraints to Objective ❸ List all activities necessary to achieving Objective ❹ Write all essential activities on separate cards ❶
New Seven Q.C. Tools
Arrow Diagrams Slide 5 0f 7
Constructing an Arrow Diagram
(cont.)
Organize cards in sequential order of activities ❻ Remove any duplicate activities ❼ Review order of activities, find sequence with greatest amount of activities ❽ Arrange parallel activities ❺
New Seven Q.C. Tools
Arrow Diagrams Slide 6 0f 7
Constructing an Arrow Diagram
(cont.)
Examine path, number nodes in sequence from left to right ❿ Record names and other necessary information ❾
Next, complete the diagram
New Seven Q.C. Tools
Arrow Diagrams Slide 7 0f 7
Completing an Arrow Diagram Strategy
Constraints
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
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
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
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
YES
YES
NO YES
NO
GOAL
NO
NO
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 ❷ Decide diagramon a goal (most desirable ❸ outcome) Identify existing situation (Starting point) ❹ Identify constraints of objective ❺ List activities to reach goal and potential problems with each activity ❶
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 ❼ Prepare contingency plan for each step and review what action is needed if step is not achieved ❽ Examine carefully to check for inconsistencies and all important factors are included ❻
New Seven Q.C. Tools
Process Decisions Program Charts
Slide 6 0f 7
Constructing an PDPC ❾
(cont.)
Examine to make sure all contingency plans are adequate
Next, complete the diagram
New Seven Q.C. Tools
Process Decisions Program Charts Completing a PDPC
NO
NO YES
Slide 7 0f 7
Start
NO YES
NO
NO NO
YES NO
GOAL Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
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
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
New Seven Q.C. Tools
Matrix Data Analysis Slide 3 0f 6
Constructing a Prioritization Grid Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001)
Determine your goal, your alternatives, and criteria for ❷ Place decision selection in order of ❸ importance Apply percentage weight to each option (all weights should add up to 1) ❹ Sum individual ratings to establish overall ranking (Divide by number of ❶
options for average ranking)
New Seven Q.C. Tools
Matrix Data Analysis Slide 4 0f 6
Constructing a Prioritization Grid ❺
(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) ❼ Result is Importance Score ❽ Add up Importance Scores for each option
❻
New Seven Q.C. Tools
Matrix Data Analysis Slide 5 0f 6
Constructing a Prioritization Grid ❾
Rank order the alternatives according to importance
See completed the diagram
(cont.)
New Seven Q.C. Tools
Matrix Data Analysis Slide 6 0f 6
Completing a Prioritization Grid Criteria
Customer Acceptance (most important)
Strength Importance Option Reliability (least important) Sum Score Ranking
Cost
Design A Percentage weight Rank Importance score
.40 4 1.6
.30 3 .90
.20 3 .60
.10 1 .10
3.2
1 (tie)
Design B Percentage weight Rank Importance score
.30 3 .90
.40 4 1.6
.10 1 .10
.20 2 .40
3.0
2
Design C Percentage weight Rank Importance score
.25 1 .25
.25 2 .50
.25 4 1
.25 3 .75
2.5
3
Design D Percentage weight Rank Importance score
0.3 3 .90
.10 1 .10
.20 3 .60
.40 4 1.6
3.2
1 (tie)
Sum of weights Average weight Criterion Ranking
1.25 .31 1
1.05 .26 2
.75 .19 4
.95 .24 3
Options
Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001)
Review
New Seven Q.C. Tools
❶
Affinity Diagrams
❷
Relations Diagrams
❸
Tree Diagrams
❹
Matrix Diagrams
Arrow Diagrams ❻ Process Decision Program Charts ❼ Matrix Data Analysis ❺
Keys to Successfully Using the
New Seven Q.C. Tools
Slide 1 0f 5
Mental Attitudes - Keen awareness to the actual problem - Eagerness to solve problem - Be highly motivated for the challenge
Four Specific Keys ❶ ❷ ❸ ❹
Understand the problem Select the right tool for the job Obtain appropriate verbal data Interpret analytical results
Keys to Successfully Using the
New Seven Q.C. Tools
Slide 2 0f 5
4 Specific Keys ❶
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 ones Stage 3 - problem and causes are known
Keys to Successfully Using the
New Seven Q.C. Tools 4 Specific Keys
❷
Slide 3 0f 5
(cont.)
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
Keys to Successfully Using the
New Seven Q.C. Tools 4 Specific Keys
❸
Slide 4 0f 5
(cont.)
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
Keys to Successfully Using the
New Seven Q.C. Tools 4 Specific Keys
❹
Slide 5 0f 5
(cont.)
Interpreting Analytical Results Information must be obtained for accomplishing objectives 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
Practical Application of
New Seven Q.C. Tools
Slide 1 0f 5
Example; Relations Diagram ”Abilities Required for Applying New Seven QC Tools” 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 categorized)
(not
Practical Application of
New Seven Q.C. Tools
Slide 2 0f 5
”Abilities Required for Applying New Seven QC Tools”
Primary Cause
Primary Cause
Use N7 Skillfully
Primary Cause
Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001)
Primary Cause
Practical Application of
New Seven Q.C. Tools
A B C D E F G H I J K L M
Slide 3 0f 5
”Abilities Required for Applying New Seven QC Tools” Cause (hints areseriousness in yellow) of problem Interpret data clearlyStatements N Understand Select appropriate tool Think systematically Give opinions Know what the problem is Extract necessary information Collect reliable verbal data Think multidimensionally Obtain facts Interpret analytical results Generate ideas Know that distorted data is useless Grasp overall pictured
O P Q R S T U V W X Y Z
Think flexibly from various standpoints Obtain appropriate verbal data Expose core of problem Communicate well Accurately understand real problem Have excellent intuition See to heart of problem Select appropriate type of verbal data Think in terms of word-based diagram Express genuine thoughts Hear and respect other's opinions Generate highly accurate verbal data
Practical Application of
New Seven Q.C. Tools
Slide 4 0f 5
”Abilities Required for Applying New Seven QC Tools”
Primary Cause
Primary Cause
Use N7 Skillfully
Primary Cause
Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001)
B
Practical Application of
New Seven Q.C. Tools
Slide 5 0f 5
Solution for ”Abilities Required for Applying New Seven QC Tools”
E J
Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001)
Use N7 Skillfully
B
Summary
New Seven Q.C. Tools
Benefits of New Seven Q.C. Tools 1- Provide Training in Thinking 2- Raise People’s Problem Solving Confidence 3- Increase People’s Ability to Predict Future Events
Roles of New Seven Q.C. Tools 12345-
Express verbal data diagrammatically Make information visible Organize information intelligibly Clarify overall picture and fine details Get more people involved
Bibliography Foster, Thomas. Managing Quality. An Integrative Approach. Upper Saddle River : Prentice Hall, 2001. Nayatani, Yoshingobu, Eiga, Toru, Futami, Ryoji, Miyagawa, Hiroyuki, and Loftus, John. The Seven New QC Tools: Practical Applications for Managers. Tokyo : 3A Corporation, 1994. “TQM: The 9 TQM Tools.” Internet http://www.iqd.com/pfttools.htm.
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