New seven qc tools

The New Seven Q.C. Tools

A Training Presentation on the N7

By Christopher DiazBy Christopher Diaz

What are the New Seven Q.C. Tools

Affinity Diagrams

Relations Diagrams

Tree Diagrams

Matrix Diagrams

Arrow Diagrams Process Decision Program Charts Matrix Data Analysis

History of the New 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 New 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 the 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. Tools and Basic Seven Tools

FACTS

Data

Numerical Data Verbal Data

Organize

The Seven New Tools

Information

The Basic Seven Tools

•Generate Ideas

•Formulate plans

•Analytical approach

Define problem after collecting numerical data

Define problem before collecting numerical data

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

Benefits of Incorporating New Seven Q.C. Tools

Enhanced Capabilities

Generate ideas Improve planning Eliminate errors and omissions Explain problems intelligibly Secure full cooperation Persuade powerfully

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

Assess situations from various angles


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

Slide 3 0f 4

Identifies problems


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


New Seven Q.C. Tools

Affinity 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


Affinity 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


Affinity 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


Data CardData Card


Data Card


Data CardData Card

Data Card Data Card


Affinity 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


Affinity 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


Affinity 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


Affinity 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



Relations 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


Relations 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


Relations 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


Relations 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


Relations 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


Relations 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


Review whole diagram looking for relationships among causes


Relations 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



Tree 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


Tree 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)


Tree 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)


Tree 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



Tree 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



Matrix 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


Matrix 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


Matrix 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

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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


Matrix 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


Matrix 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


Matrix Diagrams

Constructing a Matrix Diagram Constructing a Matrix Diagram (cont.)(cont.)

Slide 6 0f 7

Fill out remarks column and record meanings 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


Matrix 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 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 O 1 O4th level means

from Tree diagram O O 1 O

Evaluation Responsibilities

Remarks



Arrow 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


Arrow 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


Arrow 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


Arrow 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


Arrow 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


Arrow Diagrams

Constructing an Arrow Diagram Constructing an Arrow Diagram (cont.)(cont.)

Slide 6 0f 7

Record names and other necessary information


Examine path, number nodes in sequence from left to right


Arrow 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



Process Decisions Program Charts

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



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



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)



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



Constructing an PDPC Constructing an PDPC (cont.)(cont.)

Slide 6 0f 7


Examine to make sure all contingency plans are adequate



Completing a PDPCCompleting a PDPCSlide 7 0f 7



Start

GOAL

YESYES

NONONO

NO

NO

YES

NONO



Matrix 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



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



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)



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



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



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


Importance score


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

New seven qc tools

Technology

new tools problem

c o rp o rati o n

tools slide

tools effective

plansinformations o

tools affinity diagramsslide

unstructured problem

problem becomesobvious