New Seven Qc Tools

The New Seven The New Seven Q.C. ToolsQ.C. Tools

A Training Presentation on the A Training Presentation on the N7N7

By Christopher DiazBy Christopher Diaz

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


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


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. ToolsNew Seven Q.C. Tools

Affinity DiagramsAffinity Diagrams

For Pinpointing the Problem in a Chaotic For Pinpointing the Problem in a Chaotic

Situation and Generating Solution StrategiesSituation and Generating Solution Strategies

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



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



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



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



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



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



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 DiagramsRelations Diagrams

For Finding Solutions Strategies by Clarifying For Finding Solutions Strategies by Clarifying

Relationships with Complex Interrelated CausesRelationships with Complex Interrelated Causes

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



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



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



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



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



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



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 DiagramsTree Diagrams

For Systematically Pursuing the Best StrategiesFor Systematically Pursuing the Best Strategies

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



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)



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)



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




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 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



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



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



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



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



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 DiagramsMatrix Diagrams Completing a Matrix DiagramCompleting a Matrix Diagram

Slide 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 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



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



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



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



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



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 DiagramsArrow Diagrams Completing an Arrow DiagramCompleting an Arrow Diagram

Slide 7 0f 7

Strategy

1

Constraints

Activity

2

4

3 5 9

6 8

7

10 13

12

11



Process Decisions Program Process Decisions Program ChartsCharts

For Producing the Desired Result from Many For Producing the Desired Result from 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 Program Charts Advantages of Process Decisions Program Charts (PDPC’s)(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 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



Advantages of Principal Component AnalysisAdvantages 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

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


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



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

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


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


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.)


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



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


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 Tools”Abilities Required for Applying New Seven QC 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



Slide 3 0f 5

””Abilities Required for Applying New Seven QC Tools”Abilities Required for Applying New Seven QC 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


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



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

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A

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Summary Summary


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

BibliographyBibliography

Foster, Thomas. Foster, Thomas. Managing Quality. An Integrative Managing Quality. An Integrative ApproachApproach. 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: The Seven New QC Tools: Practical Applications for Managers.Practical Applications for Managers. Tokyo : 3A Tokyo : 3A Corporation, 1994.Corporation, 1994.

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

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