the new seven q.c. tools

8/14/2019 The New Seven Q.C. Tools

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The New SevenThe New Seven

Q.C. ToolsQ.C. Tools

A Training Presentation on the N7A Training Presentation on the N7

By Christopher Diaz


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What are the What are the

New Seven Q.C. ToolsNew Seven Q.C. Tools

Affinity Diagrams

Relations Diagrams

Tree Diagrams

Matrix Diagrams

Arrow DiagramsProcess Decision Program Charts

Matrix Data Analysis


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History of theHistory of the


Committee of J.U.S.E. - 1972 Aim was to develop more QC

techniques with design approach

Work in conjunction with originalBasic Seven Tools

New set of methods (N7) - 1977

Slide 1 0f 2


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History of theHistory 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 What are the

Basic Seven Q.C. Tools?Basic Seven Q.C. Tools?

Flow Charts

Run Charts

Histograms

Pareto Diagrams

Cause and Effect DiagramsScatter Diagrams

Control Charts


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Relation Between New SevenRelation Between New SevenQ.C. Tools and Basic SevenQ.C. Tools and Basic Seven

ToolsToolsFACTS

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 beforecollecting numerical data

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


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Enhanced Capabilities

Generate ideasImprove planning

Eliminate errors and omissionsExplain problems intelligiblySecure full cooperation

Persuade powerfully

Benefits of IncorporatingBenefits of Incorporating


Organize verbal data

Slide 1 0f 4


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Enhanced Keys to Organizational Reform

Clarify the desired situationPrioritize tasks effectively

Proceed systematicallyAnticipate future eventsChange proactively

Get things right the first time



Assess situations from various angles

Slide 2 0f 4


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Five Objectives of Organizational Reformwhich will establish a Culture that:

Gives importance to planningStresses the importance of the process

Prioritizes tasksEncourages everyone to thinksystematically


New Seven Q.C. ToolsNew Seven Q.C. Tools Slide 3 0f 4

Identifies problems


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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 areeasily organized

Things go well

People understand problem

Cooperation isobtained

Countermeasuresare on target

Problem becomesobvious to all

Nub of problemis identified

Problem can beclearly articulated

Plans areeasily laid

Nothing isomitted



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Affinity DiagramsAffinity Diagrams

For Pinpointing the Problem in a ChaoticSituation and Generating Solution Strategies

Gathers large amounts of intertwinedverbal 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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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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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 StatementData CardData Card

Data CardData Card


Data CardData Card


Data Card


Data CardData Card

Data Card Data Card


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Constructing an Affinity DiagramGroup Method Approach

Slide 4 0f 7

Select a topicCollect 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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Constructing an Affinity DiagramGroup Method Approach (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 statementMake new card with Affinity statementContinue to combine until less than 5groups


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Completing an Affinity DiagramSlide 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 DiagramsRelations Diagrams

For Finding Solutions Strategies by ClarifyingRelationships with Complex Interrelated Causes

Resolves tangled issues byunraveling the logical connection

Allows for Multi-directionalthinking rather than linear Also known as Interrelationship

diagrams

Slide 1 0f 7


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

relationships among causes

Slide 3 0f 7

Why doesntX happen?

Primary Cause

Primary Cause

Primary Cause

Primary Cause

TertiaryCause

Secondary

Cause

SecondaryCause

SecondaryCause

Secondary

Cause

TertiaryCause

4th levelCause

TertiaryCause

TertiaryCause

4th levelCause 5th levelCause

6th levelCause

TertiaryCause

SecondaryCause


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Constructing a Relations DiagramGroup Method Approach

Slide 4 0f 7

Express the problem in form of Why isnt something happening?Each member lists 5 causes affecting problem

Discuss info collected until everyone understands it thoroughlyWrite each item on a card


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Constructing a Relations DiagramGroup Method Approach (cont.)

Slide 5 0f 7

Move cards into similar groupsAsking why, explore the cause-effectrelationships, and divide the cards intoprimary, secondary and tertiary causes

Connect all cards by these relationships

Further discuss until all possible

causes have been identified


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Constructing a Relations DiagramGroup Method Approach (cont.)

Slide 6 0f 7

Connect all related groups

Next, complete the diagram

Review whole diagram looking forrelationships among causes


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Completing a Relations DiagramSlide 7 0f 7

Why doesntX happen?

Primary Cause

Primary Cause

Primary Cause

Primary Cause

TertiaryCause

SecondaryCause

SecondaryCause

Secondary

Cause

SecondaryCause

TertiaryCause

4th levelCause

TertiaryCause

TertiaryCause

4th level

Cause5th level

Cause

6th levelCause

TertiaryCause

SecondaryCause



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Tree DiagramsTree Diagrams

For Systematically Pursuing the Best Strategiesfor Attaining an Objective

Develops a succession of strategies forachieving objectives

Reveals methods to achieve the results. Also known as Systematic diagrams or

Dendrograms

Slide 1 0f 5


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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

ToAccomplish

Primary means

Constraints

Secondary means

Secondary means3rd means3rd means3rd means

3rd means

4th means4th means

4th means4th means4th means4th means4th means


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



Constructing a Tree DiagramGroup Method Approach

Slide 3 0f 5

Write Relations Diagram topic(Objective card)Identify constraints on how objectivecan be achieved

Take each primary mean, write ob-

jective for achieving it (secondary means)


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Constructing an Tree DiagramGroup Method Approach (cont.)

Slide 4 0f 5

Continue to expand to the fourth level

Review each system of means inboth directions (from objective to meansand means to objective)

Add more cards if neededConnect all levels



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Completing a Tree DiagramSlide 5 0f 5

ToAccomplish

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 DiagramsMatrix Diagrams

For Clarifying Problems by ThinkingMultidimensionally Consists of a two-dimensional array to

determine location and nature of problem

Discovers key ideas by relationshipsrepresented by the cells in matrix.

Slide 1 0f 7


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Advantages of Matrix Diagrams Enable data on ideas based on extensive

experience Clarifies relationships among different

elements Makes overall structure of problem

immediately obvious Combined from two to four types of

diagrams, location of problem is clearer.

Slide 2 0f 7


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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 PrincipalO =2 O X =5 O Subsidiary

=3 X =6

E f f i c a c y

P r a c t i c a b i l

R a n k

S i t e Q C c i r

S e c t i o n / P l

Q C c i r c l e s

S e c t i o n / P l

M a n a g e r

L e a d e r

M e m b e r

4thlevel meansfromTreediagram O O 1 O

4thlevel meansfromTreediagram O O 1 O Hold4times/month

4thlevel meansfromTreediagram O 3 O At everymeeting

4thlevel meansfromTreediagram O 2 O

4thlevel meansfromTreediagram O X 5 O At least 3times/year/person

4thlevel meansfromTreediagram O O 1 O O

4thlevel meansfromTreediagram 4 O

Evaluation Responsibilities

Remarks


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Constructing a Matrix DiagramSlide 4 0f 7

Write final-level means from Treediagram forming vertical axisWrite 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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Constructing a Matrix Diagram (cont.) Slide 5 0f 7

Label group of columns as Responsibilities

Label right-hand end of horizontalaxis as Remarks Examine each cell and insert the

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

Practicability: O=good, =satisfactory,

X=none


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Constructing a Matrix Diagram (cont.) Slide 6 0f 7

Fill out remarks column and recordmeanings of symbol


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


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Matrix DiagramsMatrix Diagrams Completing a Matrix Diagram

Slide 7 0f 7

O O =1 O =4 PrincipalO =2 O X =5 O Subsidiary

=3 X =6

E f f i c a c y

P r a c t i c a b i l i

R a n k

S i t e Q C c i r c

S e c t i o n / P l a

Q C c i r c l e s

S e c t i o n / P l a

M a n a g e r

L e a d e r

M e m b e r


4thlevel meansfromTreediagram O O 1 O Hold4times/month

4thlevel means

fromTreediagramO 3 O

At every meeti ng4thlevel meansfromTreediagram O 2 O

4thlevel meansfromTreediagram O X 5 O At least 3times/year/person

4thlevel meansfromTreediagram O O 1 O O

4thlevel meansfromTreediagram 4 O

4thlevel meansfromTreediagram O 2 O



Evaluation Responsibilities

Remarks



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Arrow DiagramsArrow 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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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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Constructing an Arrow DiagramSlide 4 0f 7

From strategies on Tree diagram,select one (Objective of Arrow Diagram)Identify constraints to Objective

Write all essential activities onseparate cards

List all activities necessary toachieving Objective


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Constructing an Arrow Diagram (cont.) Slide 5 0f 7

Organize cards in sequential order

of activitiesRemove any duplicate activitiesReview order of activities, find

sequence with greatest amount of activitiesArrange parallel activities


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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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New Seven Q C ToolsNew Seven Q.C. Tools


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Process Decisions ProgramProcess Decisions Program

ChartsCharts

For Producing the Desired Result from Many Possible Outcomes

Used to plan various contingencies Used for getting activities back on track Steers events in required direction if

unanticipated problems occur Finds feasible counter measures to

overcome problems

Slide 1 0f 7



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Advantages of Process Decisions Program Charts(PDPCs)

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



ChartsCharts



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Advantages of PDPCs (cont.) Fosters cooperation and

communication in group Easily modified and easily understood

Slide 3 0f 7

New Seven Q.C. Toolsew Seve Q.C. oo s


ChartsCharts

Start

GOAL

YESYES

NONONO

NO

NO

YES

NONO


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Constructing an PDPC (cont.) Slide 5 0f 7

Review list. Add extra activities or

problems not thought of previouslyPrepare contingency plan for eachstep and review what action is

needed if step is not achievedExamine carefully to check forinconsistencies and all important

factors are included

New Seven Q.C. ToolsQ


ChartsCharts



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Constructing an PDPC (cont.) Slide 6 0f 7


Examine to make sure allcontingency plans are adequate

Q. .Q


ChartsCharts



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Completing a PDPCSlide 7 0f 7

QQ


ChartsCharts

Start

GOAL

YESYES

NONONO

NO

NO

YES

NONO



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Matrix Data AnalysisMatrix Data Analysis

Principal Component Analysis Technique quantifies and arranges

data presented in Matrix Based solely on numerical data Finds indicators that differentiate

and attempt to clarify largeamount of information

Slide 1 0f 6


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Matrix Data AnalysisMatrix Data Analysis Advantages of Principal Component Analysis

Can be used in various fields (marketsurveys, 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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Matrix Data AnalysisMatrix Data Analysis 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 establishoverall ranking (Divide by number of options for 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 rankin Matrix (in example, 4 is best, 1 is worst) Result is Importance ScoreAdd up Importance Scores for eachoption


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Constructing a Prioritization Grid (cont.)Slide 5 0f 6

See completed the diagram

Rank order the alternativesaccording to importance


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Completing a Prioritization Grid Slide 6 0f 6




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

ImportanceSum Score

OptionRanking(least important)

Strength

Importance scoreRank

Percentage weight

Percentage weightRank

Importance score

Percentage weightRankImportance 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


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ReviewReview New Seven Q.C. ToolsNew Seven Q.C. Tools

Affinity Diagrams

Relations Diagrams

Tree Diagrams

Matrix Diagrams

Arrow DiagramsProcess Decision Program ChartsMatrix Data Analysis


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Keys to Successfully Using theKeys to Successfully Using theNew Seven Q.C. ToolsNew Seven Q.C. Tools

Slide 2 0f 5

Understand the problem

Stage 1 - problem is unclear and not obviouswhat 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 knownrequired action is unknown

strategies and plan must be developed

4 Specific Keys


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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 (cont.)


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Slide 5 0f 5

Interpreting Analytical ResultsInformation 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

4 Specific Keys (cont.)


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Practical Application of Practical Application of New 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 DiagramAbilities Required for Applying New Seven QC Tools


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Slide 2 0f 5Abilities Required for Applying New Seven QC Tools

Use N7Skillfully

PrimaryCause

PrimaryCause

PrimaryCause

PrimaryCause



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Cause Statements (hints are in yellow)

A Interpret data clearly N Understand seriousness of problem

B Select appropriate tool O Think flexibly from various standpoinC 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 datJ Interpret analytical results W Think in terms of word-based diagraK Generate ideas X Express genuine thoughtsL Know that distorted data is uselessY Hear and respect other's opinionsM Grasp overall pictured Z Generate highly accurate verbal data


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Use N7Skillfully

PrimaryCause

PrimaryCause

PrimaryCause

B

T

R

Y

F

I

L



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Slide 5 0f 5Solution for Abilities Required for Applying New Seven QC Tools

Use N7Skillfully

E

W J

P

B

T

H R

C

ZY

O

A

M

F S U

N

V

K D

I Q

LX

G



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SummarySummary


1- Provide Training in Thinking2- 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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BibliographyBibliography

Foster, Thomas.Foster, Thomas. Managing Quality. An Integrative ApproachManag ing Quality. An Integrative Approach ..Upper Saddle River : Prentice Hall, 2001.Upper Saddle River : Prentice Hall, 2001.

Nayatani, Yoshingobu, Eiga, Toru, Futami, Ryoji, Miyagawa,Nayatani, Yoshingobu, Eiga, Toru, Futami, Ryoji, Miyagawa,

Hiroyuki, and Loftus, John.Hiroyuki, and Loftus, John. The Seven New QC Tools: Practical The Seven New QC Tools: PracticalApplications for Managers.Applications for Managers. Tokyo : 3A Corporation, 1994.Tokyo : 3A Corporation, 1994.

TQM: The 9 TQM Tools. Internet TQM: The 9 TQM Tools. Internethttp://www.iqd.com/pfttools.htm.http://www.iqd.com/pfttools.htm.

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