Final Seven Planning Tools

7/30/2019 Final Seven Planning Tools

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Business Operational Planningand Problem Solving Tools


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Precursor: Basic Seven Problem

Solving Techniques

Check sheet

Pareto chart

Cause-and-effect diagram

Control charts

Histogram

Scatter diagram

Stratification


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Usage: New Seven Planning Tools and BasicSeven Problem Solving Tools


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Overview: Seven Management

Planning Tools

Were conceptualised by a JUSE Team.

Roots in Operations Research workdone after World War II

n p ann ng an manag ngcomplex projects.

Help teams to be more innovative and

communicate information moreeffectively.


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1. Affinity Diagram

Devised by Jiro Kawakita in the 1960s.

Used to sort ideas and data.

Commonly used as starting point in

pro ec managemen . Large numbers of ideas are sorted into

groups for review and analysis.

Typically after a brainstorming exercise


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How: Affinity Diagram Create a small but effective CFT

Clarify the point(issue) of meeting duringbrainstorming

Record each idea on cards or notes

No ambiguity

Look for ideas that seem to be related

Sort cards into groups until all cards havebeen used.


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2. Relations Diagram

Used to clarify and understand

complex relationships

Shows cause-and-effect relationships.

enera y, a er n y agramBrainstorming .

Also called as interrelationship

diagram or digraph


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How: Relationship Diagram Define a Problem(Issue)Statement. Brainstorm ideas about the issue and write them

on cards or notes.

Place Ideas Is this idea related to any others? Does this idea cause or influence any other

idea?

Draw arrows from each idea to the ones it causesor influences. Repeat the question for every idea.

Analyze the diagram to find Key Ideas. The number of arrows is only an indicator, not an

absolute rule. Draw bold lines around the keyideas.


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3. Matrix Diagram

Shows the relationship between two,

three or four groups of information.

Specific information about the

, ,roles played by various systems.

To control output performances

through input performances.


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How: Matrix Diagrams

Create a need based matrix

Assign unique symbols to represent thestrength of the relationships

rr ve a ev ence ase e a ons ps


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4. Prioritization Matrix

Used to compare choices relative to

criteria like price, service, and ease ofuse.

Help a team to focus on the best thingsto do, not everything they can do.


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How : Prioritization Matrix

Identify the overall objective.

Gather a CFT of necessary Expertise

Produce the list of items to be

prioritized.

Identify a list of unambiguous criteria.

Approaches to identifying criteria.


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How : Prioritization MatrixWeighted Priority Advanced Stages

Multiply each score by the number allocated tothe appropriate criterion to get the weighted

score for each item against each criterion.

or eac em, a up a o e we g escores. This gives the final prioritizing score for

each item.

The final list of prioritized items may be made

clearer for communication and decisionmaking by sorting it into priority order.


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5. Tree Diagram Starts with one item (problem/issue)

statement that branches into two ormore items, and so on.

It looks like a tree, with trunk and

multiple branches. Each move takes a step towards

specifics from generalities.

Decision trees are commonly used inoperation research to help identify a

strategy most likely to reach a goal.


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How: Tree Diagram Vertical Tree or Horizontal Tree.

Define and Brainstorm all possible answers.

Show links between the tiers with arrows.

Do a necessary and sufficient check.

Each of the new idea statements nowbecomes the sub goal.

Do not stop until you reach fundamental

elements.


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6. Process Decision Program Chart

Systematically identifies what might go

wrong in a plan under development. Countermeasures are developed to

.

FMEA correlation with PDPCand Prioritization matrix


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How: PDPC Obtain or develop a tree diagram of the

proposed plan. For each task on the fundamental level,

brainstorm what could go wrong.

eliminate any that are improbable or whoseconsequences would be insignificant.

For each potential problem, brainstorm

possible countermeasures. Decide how practical each countermeasure

is.


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7. Arrow Diagram or CPM CPM helps you to plan all tasks that

must be completed as part of aproject.

It acts as the basis both for re aration

of a schedule, and of resourceplanning.

During management of a project, It

allows you to monitor achievement ofproject goals.


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How: Arrow Diagram or CPM List all the necessary tasks in the project or

process.

Determine the correct sequence of thetasks.

Diagram the network of tasks.

Time flow, Events & Dummies When the network is correct, label

all events in sequence with event numbers

in the circles.


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How: Arrow Diagram or CPM

Detailed CPM: Determine task times(the best estimate of the time in std units).

Determine the critical path.

The longest path from the beginning to the end of the project.

Mark the critical path with a bold line or colour.

times on the path. Calculate the earliest and latest times for each task.

Calculate slack times for each task.


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S.No Activity Predecessors

Time in

Days

1 A 2

2 B 3

Exercise on CPM

,

4 D A 2

5 E D 1

6 F C 2

7 G B 5


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Mental Attitudes

- Keen awareness to the actual problem- Eagerness to solve the problem

- Be highly motivated for the challenge

Keys to Success of 7 M Planning

Tools

our pec c eys

Understand the problem

Select the right tool for the job

Obtain appropriate verbal data

Interpret and Act for results


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Benefits of 7 M Planning Tools

Provide Training in Thinking

Raise Peoples Problem Solving

Pictorial Representation of Data

Final Seven Planning Tools

Documents