Unit 4 - New Seven QC Tools
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Transcript of Unit 4 - New Seven QC Tools
The New Seven The New Seven Q.C. ToolsQ.C. Tools
What are theWhat are the New Seven Q.C. ToolsNew Seven Q.C. Tools
Affinity Diagrams
Relations Diagrams
Tree Diagrams
Matrix Diagrams
Arrow Diagrams Process Decision Program Charts Matrix Data Analysis
History of the History of the New Seven Q.C. ToolsNew Seven Q.C. Tools
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
Slide 1 0f 2
History of the History of the New Seven Q.C. ToolsNew Seven Q.C. Tools
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
What are theWhat are the Basic Seven Q.C. Tools?Basic Seven Q.C. Tools?
Flow Charts
Run Charts
Histograms
Pareto Diagrams
Cause and Effect Diagrams Scatter Diagrams Control Charts
Relation Between New Seven Q.C. Relation Between New Seven Q.C. Tools and Basic Seven ToolsTools 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 after collecting numerical data
Define problem before collecting numerical data
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
Enhanced Capabilities
Generate ideas Improve planning Eliminate errors and omissions Explain problems intelligibly Secure full cooperation Persuade powerfully
Benefits of Incorporating Benefits of Incorporating New Seven Q.C. ToolsNew Seven Q.C. Tools
Organize verbal data
Slide 1 0f 4
Enhanced Keys to Organizational Reform
Clarify the desired situation Prioritize tasks effectively Proceed systematically Anticipate future events Change proactively Get things right the first time
Benefits of Incorporating Benefits of Incorporating New Seven Q.C. ToolsNew Seven Q.C. Tools
Assess situations from various angles
Slide 2 0f 4
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
Benefits of Incorporating Benefits of Incorporating New Seven Q.C. ToolsNew Seven Q.C. Tools
Slide 3 0f 4
Identifies problems
Benefits of Incorporating Benefits of Incorporating New Seven Q.C. ToolsNew Seven Q.C. Tools
Unstructured Problem [must be put into solvable form]
Problem is mapped
Problem becomesobvious to all
Problem is in solvable formProblem is in solvable form
Slide 4 0f 4
The Seven New ToolsThe Seven New Tools
Thoughts are easily organized
Things go well
People understandproblem
Cooperation is obtained
Countermeasuresare on target
Problem becomesobvious to all
Nub of problem is identified
Problem can be clearly articulated
Plans are easily laid
Nothing is omitted
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
New Seven Q.C. ToolsNew Seven Q.C. Tools
Affinity DiagramsAffinity Diagrams
For Pinpointing the Problem in a For Pinpointing the Problem in a Chaotic Chaotic
Situation and Generating Solution Situation and Generating Solution StrategiesStrategies
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
New Seven Q.C. ToolsNew Seven Q.C. Tools
Affinity DiagramsAffinity Diagrams
Advantages of Affinity DiagramsAdvantages 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
New Seven Q.C. ToolsNew Seven Q.C. Tools
Affinity DiagramsAffinity Diagrams
Advantages of Affinity Diagrams Advantages of Affinity Diagrams (cont.)(cont.)
Fosters team spirit Raises everyone’s level of awareness Spurs to the group into action
Slide 3 0f 7
Topic
Affinity StatementData CardData Card
Data CardData Card
Affinity StatementData CardData Card
Data CardData Card
Affinity StatementData CardData Card
Data Card
Affinity StatementData CardData Card
Data CardData Card
Data Card Data Card
New Seven Q.C. ToolsNew Seven Q.C. Tools
Affinity DiagramsAffinity Diagrams
Constructing an Affinity Diagram Constructing an Affinity Diagram Group Method ApproachGroup 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
New Seven Q.C. ToolsNew Seven Q.C. Tools
Affinity DiagramsAffinity Diagrams
Constructing an Affinity Diagram Constructing an Affinity Diagram Group Method Approach Group Method Approach (cont.)(cont.)
Slide 5 0f 7
Move data cards into groups of similar themes (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
New Seven Q.C. ToolsNew Seven Q.C. Tools
Affinity DiagramsAffinity Diagrams
Constructing an Affinity Diagram Constructing an Affinity Diagram Group Method Approach Group Method Approach (cont.)(cont.)
Slide 6 0f 7
Lay the groups outs, keeping the affinity clusters together
Next, complete the diagram
New Seven Q.C. ToolsNew Seven Q.C. Tools
Affinity DiagramsAffinity Diagrams
Completing an Affinity Diagram Completing an Affinity Diagram Slide 7 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
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
New Seven Q.C. ToolsNew Seven Q.C. Tools
Relations DiagramsRelations Diagrams
For Finding Solutions Strategies by For Finding Solutions Strategies by Clarifying Clarifying
Relationships with Complex Interrelated Relationships with Complex Interrelated CausesCauses
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
New Seven Q.C. ToolsNew Seven Q.C. Tools
Relations DiagramsRelations Diagrams
Advantages of Relations DiagramsAdvantages 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
Slide 2 0f 7
New Seven Q.C. ToolsNew Seven Q.C. Tools
Relations DiagramsRelations Diagrams
Advantages of Relations Diagrams Advantages of Relations Diagrams (cont.)(cont.)
Makes the problem recognizable by clarifying the relationships among causes
Slide 3 0f 7
Why doesn’t 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
New Seven Q.C. ToolsNew Seven Q.C. Tools
Relations DiagramsRelations Diagrams
Constructing a Relations Diagram Constructing a Relations Diagram Group Method ApproachGroup Method Approach
Slide 4 0f 7
Express the problem in form of “Why isn’t something happening?”
Each member lists 5 causes affecting problem
Discuss info collected until everyone understands it thoroughly
Write each item on a card
New Seven Q.C. ToolsNew Seven Q.C. Tools
Relations DiagramsRelations Diagrams
Constructing a Relations Diagram Constructing a Relations Diagram Group Method Approach Group Method Approach (cont.)(cont.)
Slide 5 0f 7
Move cards into similar groups Asking 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
New Seven Q.C. ToolsNew Seven Q.C. Tools
Relations DiagramsRelations Diagrams
Constructing a Relations Diagram Constructing a Relations Diagram Group Method Approach Group Method Approach (cont.)(cont.)
Slide 6 0f 7
Connect all related groups
Next, complete the diagram
Review whole diagram looking for relationships among causes
New Seven Q.C. ToolsNew Seven Q.C. Tools
Relations DiagramsRelations Diagrams
Completing a Relations Diagram Completing a Relations Diagram Slide 7 0f 7
Why doesn’t 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
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
New Seven Q.C. ToolsNew Seven Q.C. Tools
Tree DiagramsTree Diagrams
For Systematically Pursuing the Best For Systematically Pursuing the Best StrategiesStrategies
for Attaining an Objectivefor 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
New Seven Q.C. ToolsNew Seven Q.C. Tools
Tree DiagramsTree Diagrams
Advantages of Tree DiagramsAdvantages 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 means3rd means
3rd means3rd means
3rd means
4th means4th means
4th means4th means4th means4th means4th means
Discuss means of achieving objective (primary means, first level
strategy)
New Seven Q.C. ToolsNew Seven Q.C. Tools
Tree DiagramsTree Diagrams
Constructing a Tree Diagram Constructing a Tree Diagram Group Method Approach Group Method Approach
Slide 3 0f 5
Write Relations Diagram topic (Objective card)
Identify constraints on how objective can be achieved
Take each primary mean, write ob-jective for achieving it (secondary means)
New Seven Q.C. ToolsNew Seven Q.C. Tools
Tree DiagramsTree Diagrams
Constructing an Tree Diagram Constructing an Tree Diagram Group Method Approach Group Method Approach (cont.)(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 to objective)
Add more cards if needed Connect all levels
Next, complete the diagram
New Seven Q.C. ToolsNew Seven Q.C. Tools
Tree DiagramsTree Diagrams
Completing a Tree DiagramCompleting a Tree DiagramSlide 5 0f 5
To Accomplish
3rd means
3rd means
Primary means
3rd means
3rd means
ConstraintsPrimary 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
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
New Seven Q.C. ToolsNew Seven Q.C. Tools
Matrix DiagramsMatrix Diagrams
For Clarifying Problems by “Thinking For Clarifying Problems by “Thinking
Multidimensionally”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
New Seven Q.C. ToolsNew Seven Q.C. Tools
Matrix DiagramsMatrix Diagrams
Advantages of Matrix DiagramsAdvantages 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.
Slide 2 0f 7
New Seven Q.C. ToolsNew Seven Q.C. Tools
Matrix DiagramsMatrix Diagrams
Advantages of Matrix Diagrams Advantages of Matrix Diagrams (cont.)(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
Effic
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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
New Seven Q.C. ToolsNew Seven Q.C. Tools
Matrix DiagramsMatrix Diagrams
Constructing a Matrix Diagram Constructing a Matrix Diagram Slide 4 0f 7
Write final-level means from Tree diagram forming vertical axis
Write in Evaluation categories (efficacy, practicability, and rank) on horizontal axis.
Write names along horizontal axis
Examine final-level means to identify whom will implement them
New Seven Q.C. ToolsNew Seven Q.C. Tools
Matrix DiagramsMatrix Diagrams
Constructing a Matrix Diagram Constructing a Matrix Diagram (cont.)(cont.)
Slide 5 0f 7
Label group of columns as “Responsibilities” Label right-hand end of horizontal axis as “Remarks”
Examine each cell and insert the appropriate symbol:
Efficacy: O=good, =satisfactory, X=none
Practicability: O=good,=satisfactory, X=none
New Seven Q.C. ToolsNew Seven Q.C. Tools
Matrix DiagramsMatrix Diagrams
Constructing a Matrix Diagram Constructing a Matrix Diagram (cont.)(cont.)
Slide 6 0f 7
Fill out remarks column and record meanings of symbol
Next, complete the diagram
Examine cells under Responsibility Columns, insert double-circle for Principal and single-circle for Subsidiary
Determine score for each combination of symbols, record in rank column
New Seven Q.C. ToolsNew Seven Q.C. Tools
Matrix DiagramsMatrix Diagrams
Completing a Matrix DiagramCompleting a Matrix DiagramSlide 7 0f 7
O O =1 O =4 Principal
O =2 O X =5 O Subsidiary
=3 X =6E
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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 O4th level means
from Tree diagram O 2 O4th level means
from Tree diagram O O 1 O4th level means
from Tree diagram O O 1 O
Evaluation Responsibilities
Remarks
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
New Seven Q.C. ToolsNew Seven Q.C. Tools
Arrow DiagramsArrow Diagrams
For Working Out Optimal Schedules and For Working Out Optimal Schedules and
Controlling Them Effectively 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
New Seven Q.C. ToolsNew Seven Q.C. Tools
Arrow DiagramsArrow Diagrams
Advantages of Arrow DiagramsAdvantages 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
New Seven Q.C. ToolsNew Seven Q.C. Tools
Arrow DiagramsArrow Diagrams
Advantages of Arrow Diagrams Advantages of Arrow Diagrams (cont.)(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
New Seven Q.C. ToolsNew Seven Q.C. Tools
Arrow DiagramsArrow Diagrams
Constructing an Arrow Diagram Constructing an Arrow Diagram
Slide 4 0f 7
From strategies on Tree diagram, select one (Objective of Arrow Diagram)
Identify constraints to Objective
Write all essential activities on separate cards
List all activities necessary to achieving Objective
New Seven Q.C. ToolsNew Seven Q.C. Tools
Arrow DiagramsArrow Diagrams
Constructing an Arrow Diagram Constructing an Arrow Diagram (cont.)(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 of activities
Arrange parallel activities
New Seven Q.C. ToolsNew Seven Q.C. Tools
Arrow DiagramsArrow Diagrams
Constructing an Arrow Diagram Constructing an Arrow Diagram (cont.)(cont.)
Slide 6 0f 7
Record names and other necessary information
Next, complete the diagram
Examine path, number nodes in sequence from left to right
New Seven Q.C. ToolsNew Seven Q.C. Tools
Arrow DiagramsArrow Diagrams
Completing an Arrow DiagramCompleting an Arrow DiagramSlide 7 0f 7
Strategy
1
Constraints
Activity
2
4
3 5 9
6 8
7
10 13
12
11
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
New Seven Q.C. ToolsNew Seven Q.C. Tools
Process Decisions Program Process Decisions Program ChartsCharts
For Producing the Desired Result from For Producing the Desired Result from Many Many
Possible Outcomes 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
Slide 1 0f 7
Advantages of Process Decisions Advantages of Process Decisions Program Charts (PDPC’s)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
Slide 2 0f 7
New Seven Q.C. ToolsNew Seven Q.C. Tools
Process Decisions Program Process Decisions Program ChartsCharts
Advantages of PDPC’s Advantages of PDPC’s (cont.)(cont.)
Fosters cooperation and communication in group
Easily modified and easily understood
Slide 3 0f 7
New Seven Q.C. ToolsNew Seven Q.C. Tools
Process Decisions Program Process Decisions Program ChartsCharts
Start
GOAL
YESYES
NONONO
NO
NO
YES
NONO
Constructing a PDPC Constructing a PDPC
Slide 4 0f 7
Select a highly effective, but difficult strategy from the Tree diagram Decide on a goal (most desirable outcome)
Identify constraints of objective
Identify existing situation (Starting point)
New Seven Q.C. ToolsNew Seven Q.C. Tools
Process Decisions Program Process Decisions Program ChartsCharts
List activities to reach goal and potential problems with each activity
Constructing an PDPC Constructing an PDPC (cont.)(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
New Seven Q.C. ToolsNew Seven Q.C. Tools
Process Decisions Program Process Decisions Program ChartsCharts
Constructing an PDPC Constructing an PDPC (cont.)(cont.)
Slide 6 0f 7
Next, complete the diagram
Examine to make sure all contingency plans are adequate
New Seven Q.C. ToolsNew Seven Q.C. Tools
Process Decisions Program Process Decisions Program ChartsCharts
Completing a PDPCCompleting a PDPCSlide 7 0f 7
New Seven Q.C. ToolsNew Seven Q.C. Tools
Process Decisions Program Process Decisions Program ChartsCharts
Start
GOAL
YESYES
NONONO
NO
NO
YES
NONO
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
New Seven Q.C. ToolsNew Seven Q.C. Tools
Matrix Data AnalysisMatrix Data Analysis
Principal Component AnalysisPrincipal 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
New Seven Q.C. ToolsNew Seven Q.C. Tools
Matrix Data AnalysisMatrix Data Analysis
Advantages of Principal Component Advantages of Principal Component AnalysisAnalysis 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
New Seven Q.C. ToolsNew Seven Q.C. Tools
Matrix Data AnalysisMatrix Data Analysis
Constructing a Prioritization Grid Constructing a Prioritization Grid Source: 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 establish overall ranking (Divide by number of options for average ranking)
Apply percentage weight to each option (all weights should add up to 1)
New Seven Q.C. ToolsNew Seven Q.C. Tools
Matrix Data AnalysisMatrix Data Analysis
Constructing a Prioritization Grid Constructing a Prioritization Grid (cont.)(cont.)
Slide 4 0f 6
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) Result is Importance Score Add up Importance Scores for each
option
New Seven Q.C. ToolsNew Seven Q.C. Tools
Matrix Data Analysis Matrix Data Analysis
Constructing a Prioritization Grid Constructing a Prioritization Grid (cont.)(cont.)
Slide 5 0f 6
See completed the diagram
Rank order the alternatives according to importance
Completing a Prioritization Grid Completing a Prioritization Grid Slide 6 0f 6
New Seven Q.C. ToolsNew Seven Q.C. Tools
Matrix Data AnalysisMatrix Data Analysis
Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001)
Cost ReliabilityOptions
Design A.30 .203 3
.90 .60 3.2 1 (tie)
Design B.40 .104 1
1.6 .10 3.0 2
Design C.25 .252 4
.50 1 2.5 3 Design D
.10 .201 3
.10 .60 3.2 1 (tie)
1.05 .75.26 .192 4
Importance Sum Score
Option Ranking(least important)
Strength
Importance scoreRank
Percentage weight
Percentage weightRank
Importance score
Percentage weightRank
Importance score
Percentage weightRank
Importance score
Sum of weightsAverage weight
Criterion Ranking
Customer Acceptance(most important)
.404
1.6
.303
.90
.251
.25
0.33
.90
1.25
2.40
.25
.75
.101
.10
.20
.95
.243
Criteria
.404
3
1.6
.311
ReviewReview New Seven Q.C. ToolsNew Seven Q.C. Tools
Affinity Diagrams
Relations Diagrams
Tree Diagrams
Matrix Diagrams
Arrow Diagrams Process Decision Program Charts Matrix Data Analysis
Mental Attitudes - Keen awareness to the actual problem - Eagerness to solve problem - Be highly motivated for the challenge
Keys to Successfully Using the Keys to Successfully Using the New Seven Q.C. ToolsNew Seven Q.C. Tools
Slide 1 0f 5
Four Specific Keys Understand the problem Select the right tool for the job Obtain appropriate verbal data Interpret analytical results
Keys to Successfully Using the Keys to Successfully Using the New Seven Q.C. ToolsNew Seven Q.C. Tools
Slide 2 0f 5
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
required action is unknown
strategies and plan must be developed
4 Specific Keys 4 Specific Keys
Keys to Successfully Using the Keys to Successfully Using the New Seven Q.C. ToolsNew Seven Q.C. Tools
Slide 3 0f 5
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 4 Specific Keys (cont.)(cont.)
Keys to Successfully Using the Keys to Successfully Using the New Seven Q.C. ToolsNew Seven Q.C. Tools
Slide 4 0f 5
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
4 Specific Keys 4 Specific Keys (cont.)(cont.)
Keys to Successfully Using the Keys to Successfully Using the New Seven Q.C. ToolsNew Seven Q.C. Tools
Slide 5 0f 5
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
- Discover the cause and take appropriate action
4 Specific Keys 4 Specific Keys (cont.)(cont.)
Practical Application ofPractical Application ofNew Seven Q.C. ToolsNew Seven Q.C. Tools
Slide 1 0f 5
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 DiagramExample; Relations Diagram””Abilities Required for Applying New Seven QC Abilities Required for Applying New Seven QC
Tools”Tools”
Practical Application ofPractical Application ofNew Seven Q.C. ToolsNew Seven Q.C. Tools
Slide 2 0f 5””Abilities Required for Applying New Seven QC Tools”Abilities Required for Applying New Seven QC Tools”
Use N7 Skillfully
Primary Cause
Primary Cause
Primary Cause
Primary Cause
Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001)
Practical Application ofPractical Application ofNew Seven Q.C. ToolsNew Seven Q.C. Tools
Slide 3 0f 5
””Abilities Required for Applying New Seven QC Abilities Required for Applying New Seven QC Tools”Tools”
Cause Statements (hints are in yellow)(hints are in yellow)A Interpret data clearly N Understand seriousness of problemB Select appropriate tool O Think flexibly from various standpointsC Think systematically P Obtain appropriate verbal dataD Give opinions Q Expose core of problemE Know what the problem is R Communicate wellF Extract necessary information S Accurately understand real problemG Collect reliable verbal data T Have excellent intuitionH Think multidimensionally U See to heart of problemI Obtain facts V Select appropriate type of verbal dataJ Interpret analytical results W Think in terms of word-based diagramK Generate ideas X Express genuine thoughtsL Know that distorted data is useless Y Hear and respect other's opinionsM Grasp overall pictured Z Generate highly accurate verbal data
Practical Application ofPractical Application ofNew Seven Q.C. ToolsNew Seven Q.C. Tools
Slide 4 0f 5””Abilities Required for Applying New Seven QC Tools”Abilities Required for Applying New Seven QC Tools”
Use N7 Skillfully
Primary Cause
Primary Cause
Primary Cause
B
T
R
Y
F
I
L
Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001)
Practical Application ofPractical Application ofNew Seven Q.C. ToolsNew Seven Q.C. Tools
Slide 5 0f 5Solution forSolution for ”Abilities Required for Applying New Seven QC Tools” ”Abilities Required for Applying New Seven QC Tools”
Use N7 Skillfully
E
W J
P
B
T
H R
C
ZY
O
A
M
F S U
N
V
KD
I Q
LX
G
Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001)
Summary Summary
New Seven Q.C. ToolsNew 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
Benefits of New Seven Q.C. Tools
1- Express verbal data diagrammatically 2- Make information visible 3- Organize information intelligibly 4- Clarify overall picture and fine details 5- Get more people involved
Roles of New Seven Q.C. Tools