NewSevenTools[1] tqm

8/8/2019 NewSevenTools[1] tqm

1/69

The New SevenThe New Seven

Q.C. ToolsQ.C. Tools A Training Presentation on the N7 A Training Presentation on the N7

By Christopher DiazBy Christopher Diaz


2/69

W hat are theW hat are the

New Seven Q.C. ToolsNew Seven Q.C. Tools Affinity Diagrams

Relations DiagramsTree Diagrams

Matrix Diagrams

Arrow DiagramsProcess Decision Program Charts

Matrix Data Analysis


3/69

Hi story of theHi story of the

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

Committee of J.U.S.E. - 1972

Aim was to develop more QCtechniques with design approach

Work in conjunction with original BasicSeven Tools

New set of methods (N7) - 1977

Sl id e 1 0f 2


4/69

Hi story of theHi story 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 TQMeffectiveness

Sl id e 2 0f 2


5/69

W hat are theW hat are the

Bas ic Seven Q.C. Tools?Bas ic Seven Q.C. Tools?F low Charts

Run ChartsHistograms

Pareto Diagrams

Cause and Effect DiagramsScatter Diagrams

Control Charts

Theimage cannotbedisplayed. Your computer may nothaveenough memory toopen theimage,or theimagemay havebeen corrupted.Restartyour computer,and then open thefileagain.If thered x stillappears, you may havetodeletetheimage and then insertitagain.


6/69

R elat i on Between New SevenR elat i on Between New SevenQ.C. Tools an d Bas ic SevenQ.C. Tools an d Bas ic 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 aftercollecting numerical data

Define problem beforecollecting numerical data

SOURCE:NAYATANI, Y., THE SEVEN NEW QC TOOLS (TOKYO, JAPAN, 3A CORPORATION, 1984)


7/69

Enhanced Capabilities

Generate ideasImprove planning

Eliminate errors and omissionsExplain problems intelligiblySecure full cooperation

Persuade powerfully

Benef i ts of In c orporat i ngBenef i ts of In c orporat i ng


O rganize verbal data

Sl id e 1 0f 4


8/69

Enhanced Keys to O rganizational Reform

Clarify the desired situationPrioritize tasks effectively

Proceed systematically Anticipate future eventsChange proactively

Get things right the first time



Assess situations from various angles

Sl id e 2 0f 4


9/69

F ive O bjectives of O rganizational Reform

which will establish a Culture that:

Gives importance to planning

Stresses the importance of the processPrioritizes tasksEncourages everyone to thinksystematically


New Seven Q.C. ToolsNew Seven Q.C. ToolsSl id e 3 0f 4

Identifies problems


10/69


New Seven Q.C. ToolsNew Seven Q.C. ToolsUnstructured Problem [must be put into solvable form]

Problem is mapped

Problem becomesobvious to all

Problem is in solvable formProblem is in solvable form

Sl id e 4 0f 4

Th e Seven New ToolsTh e Seven New Tools

Thoughts areeasily organized

Things go well

People understand problem

Cooperation isobtained

Countermeasuresare on target

Problem becomesobvious to all

Nub of problemis identifiedProblem can beclearly articulated

Plans areeasily laid

Nothing isomitted



11/69


Aff i n i ty D i agramsAff i n i ty D i agramsFor Pinpointing th e P ro blem in a Chaotic For Pinpointing th e P ro blem in a Chaotic S

ituation and

Gen

erating

Solution

Strat

egi

esSituation

and

Gen

erating

Solution

Strat

egi

esGathers large amounts of intertwinedverbal data (ideas, opinions, issues)O

rganizes the data into groups basedon natural relationshipMakes it feasible for further analysis

and to find a solution to the problem.

Sl id e 1 0f 7


12/69


Aff i n i ty D i agramsAff i n i ty D i agrams A dvantag es of A ffinity Diagrams A dvantag es of A ffinity Diagrams

Facilitates breakthrough thinking andstimulate fresh ideasPermits the problem to be pinned downaccuratelyEnsures everyone clearly recognizes theproblemIncorporates opinions of entire group

Sl id e 2 0f 7


13/69


Aff i n i ty D i agramsAff i n i ty D i agrams A dvantag es of A ffinity Diagrams A dvantag es of A ffinity Diagrams (cont .)(cont .)

Fosters team spirit Raises everyone s level of awarenessSpurs to the group into action

Sl id e 3 0f 7

Topic

Affinity StatementData CardData Card

Data CardData Card


Data CardData Card


Data Card


Data CardData Card

Data Card Data Card


14/69


Aff i n i ty D i agramsAff i n i ty D i agramsC onstructing an A ffinity Diagram C onstructing an A ffinity Diagram

Group Method A pproach Group Method A pproach

Sl id e 4 0f 7

Select a topicCollect verbal data by brainstormingDiscuss info collected until everyoneunderstands it thoroughlyWrite each item on separate data cardSpread out all cards on table


15/69



Group Method A pproach Group Method A pproach (cont .)(cont .)

Sl id e 5 0f 7

Move data cards into groups of similarthemes (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 5groups


16/69




Sl id e 6 0f 7

Lay the groups outs, keeping the affinityclusters together

Next, complete the diagram


17/69


Aff i n i ty D i agramsAff i n i ty D i agramsC ompl eting an A ffinity Diagram C ompl eting an A ffinity Diagram

Sl id e 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



18/69


R elat i ons D i agramsR elat i ons D i agramsFor Finding Solutions Strat egi es by C larifying For Finding Solutions Strat egi es by C larifying Relationships with C ompl ex I nt err e lat ed C aus es R e lationships with C ompl ex I nt err e lat ed C aus es

Resolves tangled issues by unravelingthe logical connection

Allows for Multi-directional thinkingrather than linear Also known as Interrelationship

diagrams

Sl id e 1 0f 7


19/69


R elat i ons D i agramsR elat i ons D i agrams A dvantag es of R elations Diagrams A dvantag es of R elations Diagrams

Useful at planning stage for obtainingperspective on overall situationFacilitates consensus among team

Assists to develop and change people sthinkingEnables priorities to be identifiedaccurately

Sl id e 2 0f 7


20/69


R elat i ons D i agramsR elat i ons D i agrams A dvantag es of R elations Diagrams A dvantag es of R elations Diagrams (cont .)(cont .)

Makes the problem recognizable byclarifying the relationships among causes

Sl id e 3 0f 7

W hy doesntX h appen?

Primar y Cause

Primar y Cause

Primar y Cause

Primar y Cause

TertiaryCause

SecondaryCause

SecondaryCause

SecondaryCause

Secondary

Cause

TertiaryCause

4th levelCause

TertiaryCause

TertiaryCause

4th levelCause 5th levelCause

6th levelCause

TertiaryCause

SecondaryCause


21/69


R elat i ons D i agramsR elat i ons D i agramsC onstructing a R elations Diagram C onstructing a R elations Diagram


Sl id e 4 0f 7

Express the problem in form of Whyisn t something happening?Each member lists 5 causes affecting

problem

Discuss info collected until everyoneunderstands it thoroughly

Write each item on a card


22/69




Sl id e 5 0f 7

Move cards into similar groups Asking why, explore the cause-effect relationships, and divide the cards into

primary, secondary and tertiary causesConnect all cards by these relationshipsFurther discuss until all possible causes

have been identified


23/69




Sl id e 6 0f 7

Connect all related groups


Review whole diagram looking forrelationships among causes


24/69


R elat i ons D i agramsR elat i ons D i agramsC ompl eting a R elations Diagram C ompl eting a R elations Diagram

Sl id e 7 0f 7

W hy doesntX h appen?

Primar y Cause

Primar y Cause

Primar y Cause

Primar y Cause

TertiaryCause

SecondaryCause

SecondaryCause

SecondaryCause

SecondaryCause

TertiaryCause

4th level

Cause

TertiaryCause

TertiaryCause

4th level

Cause

5th level

Cause

6th levelCause

TertiaryCause

SecondaryCause



25/69


Tree D i agramsTree D i agramsFor Syst ematically Pursuing th e Be st Strat egi es For Syst ematically Pursuing th e Be st Strat egi es for A ttaining an Obje ctiv efor A ttaining an Obje ctiv e

Develops a succession of strategies forachieving objectives

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

Sl id e 1 0f 5


26/69


Tree D i agramsTree D i agrams A dvantag es of Tr ee D iagrams A dvantag es of Tr ee D iagrams

Systematic and logical approach is lesslikely that items are omittedFacilitates agreement among team

Are extremely convincing with strategies

Sl id e 2 0f 5

ToAccomplis h

Primary means

Constraints

Secondary means

Secondary means3rd means3rd means3rd means

3rd means

4th means4th means

4th means4th means4th means4th means4th means


27/69

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


Tree D i agramsTree D i agramsC onstructing a Tr ee D iagram C onstructing a Tr ee D iagram


Sl id e 3 0f 5

Write Relations Diagram topic (O bjectivecard)

Identify constraints on how objective

can be achieved

Take each primary mean, write ob-

jective for achieving it (secondary means)


28/69


Tree D i agramsTree D i agramsC onstructing an Tr ee D iagram C onstructing an Tr ee D iagram


Sl id e 4 0f 5

Continue to expand to the fourth levelReview each system of means in bothdirections (from objective to means and means toobjective)

Add more cards if neededConnect all levels



29/69


30/69


Matr ix D i agramsMatr ix D i agramsFor C larifying Pro bl ems by Thinking For C larifying Pro bl ems by Thinking Multidim ensionally Multidim ensionally

Consists of a two-dimensional array todetermine location and nature of problemDiscovers key ideas by relationshipsrepresented by the cells in matrix.

Sl id e 1 0f 7


31/69


32/69


Matr ix D i agramsMatr ix D i agrams A dvantag es of Matri x Diagrams A dvantag es of Matri x Diagrams (cont .)(cont .)

5 types: L-shaped, T-shaped, Y-shaped,X-shaped, and C-shaped

Sl id e 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

4th level meansfrom Tree diagram O O 1 O

4th level meansfrom Tree diagram O O 1 O Hold 4 times/month

4th level meansfrom Tree diagram O 3 O At every meeting

4th level meansfrom Tree diagram O 2 O

4th level meansfrom Tree diagram O X 5 O At least 3 times/year/person

4th level means

from Tree diagramO O 1 O O

4th level meansfrom Tree diagram 4 O

Evaluation Responsibilities

Remarks


33/69


Matr ix D i agramsMatr ix D i agramsC onstructing a Matri x Diagram C onstructing a Matri x Diagram

Sl id e 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


34/69


Matr ix D i agramsMatr ix D i agramsC onstructing a Matri x Diagram C onstructing a Matri x Diagram (cont .)(cont .)

Sl id e 5 0f 7

Label group of columns as ResponsibilitiesLabel right-hand end of horizontal axisas RemarksExamine each cell and insert the

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

Practicability: O= good, = satisfactory, X = none


35/69


Matr ix D i agramsMatr ix D i agramsC onstructing a Matri x Diagram C onstructing a Matri x Diagram (cont .)(cont .)

Sl id e 6 0f 7

F ill out remarks column and recordmeanings of symbol


Examine cells under R esponsibilityColumns, insert double-circle for

Principal and single-circle for Subsidiary

Determine score for each combinationof symbols, record in rank column


36/69


Matr ix D i agramsMatr ix D i agramsC ompl eting a Matri x Diagram C ompl eting a Matri x Diagram

Sl id e 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 t

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


4th level meansfrom Tree diagram O O 1 O Hold 4 times/month

4th level means

from Tree diagram O 3 O At every meeting4th level meansfrom Tree diagram O 2 O

4th level meansfrom Tree diagram O X 5 O At least 3 times/year/person

4th level meansfrom Tree diagram O O 1 O O

4th level meansfrom Tree diagram 4 O

4th level meansfrom Tree diagram O 2 O



Evalua tion Re sponsibilitie s

Remarks



37/69


Arrow D i agramsArrow D i agramsFor Working O ut O ptimal Sch edul es and For Working O ut O ptimal Sch edul es and C ontrolling Th em Eff ectiv e ly C ontrolling Th em Eff ectiv e ly

Shows relationships among tasksneeded to implement a planNetwork technique using nodes forevents and arrows for activitiesUsed in PERT (Program Evaluation and ReviewTechnique)

and CPM(Critical Path Method)

Sl id e 1 0f 7


38/69


Arrow D i agramsArrow D i agrams A dvantag es of A rrow Diagrams A dvantag es of A rrow Diagrams

Allows overall task to viewed and potentialsnags to be identified before work startsLeads to discovery of possibleimprovementsMakes it easy to monitor progress of workDeals promptly with changes to planImproves communication among team

Sl id e 2 0f 7


39/69


Arrow D i agramsArrow D i agrams A dvantag es of A rrow Diagrams A dvantag es of A rrow Diagrams (cont .)(cont .)

Promotes understanding and agreement among group

Sl id e 3 0f 7

Strateg y

1

Constraints

Activity

2

4

3 5 9

6 8

7

10 1 3

12

11


40/69


Arrow D i agramsArrow D i agramsC onstructing an A rrow Diagram C onstructing an A rrow Diagram

Sl id e 4 0f 7

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

Write all essential activities on separatecards

List all activities necessary to achievingO bjective


41/69


Arrow D i agramsArrow D i agramsC onstructing an A rrow Diagram C onstructing an A rrow Diagram (cont .)(cont .)

Sl id e 5 0f 7

O rganize cards in sequential order of activitiesRemove any duplicate activitiesReview order of activities, find

sequence with greatest amount of activities Arrange parallel activities


42/69


43/69


Arrow D i agramsArrow D i agramsC ompl eting an A rrow Diagram C ompl eting an A rrow Diagram

Sl id e 7 0f 7

Strateg y

1

Constraints

Activity2

4

3 5 9

6 8

7

10 1 3

12

11

SOURCE:NAYATANI, Y., THE SEVEN NEW QC TOOLS(TOKYO, JAPAN, 3A CORPORATION, 1984)


44/69


Pro c ess De ci s i ons ProgramPro c ess De ci s i ons Program

ChartsChartsFor Producing th e De sir ed R esult from Many For Producing th e De sir ed R esult from Many Possi bl e O utcom es Possi bl e O utcom es

Used to plan various contingenciesUsed for getting activities back on track

Steers events in required direction if unanticipated problems occurF inds feasible counter measures to

overcome problems

Sl id e 1 0f 7


45/69

A dvantag es of Proc ess Decisions Program A dvantag es of Proc ess Decisions Program C harts (PDPC s) C harts (PDPC s)

Faci litat es for ecasting Us es past to antici pat e conting enci es Ena bles pro blems to pin point ed Illustrat es ho w e v ents wi ll be dir ect ed to s ucc essf ul conc lusion Ena bles thos e invo lv ed to und erstand

d ecision -ma kers int entions

Sl id e 2 0f 7



ChartsCharts

ll


46/69

A dvantag es of PDPC s A dvantag es of PDPC s (cont . ) (cont . ) Fost er s coo per at ion and co mmu n icat ion in g ro upEas ily mod if ied and eas ily und er stood

Sl id e 3 0f 7



ChartsCharts

Start

GOAL

YE SYE S

NONONO

NO

NO

YE S

NONO

N S Q C T lN S Q C T l


47/69

C onstructing a PDPC C onstructing a PDPC Sl id e 4 0f 7

Select a highly effective, but difficult strategy from the Tree diagramDecide on a goal (most desirable outcome)

Identify constraints of objectiveIdentify existing situation(Starting point)



ChartsCharts

List activities to reach goal and potentialproblems with each activity



48/69

C onstructing an PDPC C onstructing an PDPC (cont . ) (cont . ) Sl id e 5 0f 7

Review list. Add extra activities orproblems not thought of previouslyPrepare contingency plan for each stepand review what action is needed if

step is not achievedExamine carefully to check forinconsistencies and all important factorsare included



ChartsCharts



49/69

C onstructing an PDPC C onstructing an PDPC (cont . ) (cont . ) Sl id e 6 0f 7

Next , co mple t e t he d iagra m

Examine to make sure all contingencyplans are adequate



ChartsCharts


50/69


51/69


Matr ix

Data AnalysisMatr

ixData Analys

is

P rincipal C ompon ent A nalysis P rincipal C ompon ent A nalysis Technique quantifies and arranges datapresented in MatrixBased solely on numerical dataF inds indicators that differentiate andattempt to clarify large amount of information

Sl id e 1 0f 6


52/69


53/69


Matr ix

Data AnalysisMatr

ixData Analys

is

C onstructing a P rioritization Grid C onstructing a P rioritization Grid SOURCE: FOSTER, S., MANAGING QUALITY (UPPER SADDLE RIVER, NJ: PRENTICE HALL, 2001)

Sl id e 3 0f 6

Determine your goal, your alternatives,and criteria for decisionPlace selection in order of importance

Sum individual ratings to establishoverall ranking (Divide by number of optionsfor average ranking)

Apply percentage weight to each option(all weights should add up to 1)


54/69


Matr ix

Data AnalysisMatr

ixData Analys

is

C onstructing a P rioritization Grid C onstructing a P rioritization Grid (cont . ) (cont . ) Sl id e 4 0f 6

Rank order each option with respect tocriterion (Average the rankings and apply acompleted ranking)Multiply weight by associated rank inMatrix (in example, 4 is best, 1 is worst)Result is Importance Score

Add up Importance Scores for eachoption


55/69


Matr ix

Data AnalysisMatr

ixData Analys

is

C onstructing a P rioritization Grid C onstructing a P rioritization Grid (cont . ) (cont . ) Sl id e 5 0f 6

See co mple t ed t he diagra m

Rank order the alternatives according toimportance


56/69


57/69

R ev i ewR ev i ew

New Seven Q.C. ToolsNew Seven Q.C. Tools Affinity Diagrams

Relations Diagrams

Tree Diagrams

Matrix Diagrams

Arrow DiagramsProcess Decision Program ChartsMatrix Data Analysis


58/69

Mental Attitudes- Keen awareness to the actual problem- Eagerness to solve problem- Be highly motivated for the challenge

K eys to Su cc essfully Us i ng theK eys to Su cc essfully Us i ng the

New Seven Q.C. ToolsNew Seven Q.C. Tools Sl id e 1 0f 5

Four Specific KeysUnderstand the problemSelect the right tool for the jobO btain appropriate verbal dataInterpret analytical results


59/69



Understand the problemStage 1 - problem is unclear and not obvious

what exact issue should be addressedStage 2 - problem is obvious, but causes unknown

explore causes and single out valid onesStage 3 - problem and causes are known

required action is unknownstrategies and plan must be developed

4 Speci f ic Key s4 Speci f ic Key s


60/69



Selecting Right tool for the JobStage 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 S p ecific Keys4 S p ecific Keys (cont.)(cont.)


61/69



O btaining appropriate verbal dataThree types of verbal data:

- Facts ; factual observations expressed in words- O pinions ; 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 Keys4 Specific Keys ( cont. ) ( cont. )


62/69



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 Keys4 Specific Keys ( cont. ) ( cont. )


63/69

Pra c t ic al Appl ic at i on of Pra c t ic al Appl ic at i on of


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 DiagramAbilities Required for Applying New Seven QC ToolsAbilities Required for Applying New Seven QC Tools


64/69


65/69


New Seven Q.C. ToolsNew Seven Q.C. Tools Sl id e 3 0f 5 A biliti es R eq uir ed for A pplying New Sev en QC Tools A biliti es R eq uir ed for A pplying New Sev en QC Tools

C aus e S tat em ents (hints ar e in y e llow) (hints ar e in y e llow) 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 problem

G 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


66/69


New Seven Q.C. ToolsNew Seven Q.C. Tools Sl id e 4 0f 5 A biliti es R eq uir ed for A pplying New Sev en QC Tools A biliti es R eq uir ed for A pplying New Sev en QC Tools

Use N7Skillfull y

Primar y Cause

Primar y Cause

Primar y Cause

B

T

R

Y

F

I

L

Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001)


67/69


68/69

SummarySummary


1- Provide Training in Thinking2- Raise People s Problem Solving Confidence3- Increase People s Ability to Predict Future Events

Benefits of Ne w Seven Q.C. Tools

1- Express verbal data diagrammatically2- Make information visible3- O rganize information intelligibly4- Clarify overall picture and fine details

5- Get more people involved

Roles of Ne w Seven Q.C. Tools


69/69

B ib l i ographyB ib l i ography

Foster, Thomas.Foster, Thomas. Managing Quality. An Integrative ApproachManaging 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, JHiroyuki, and Loftus, John.ohn. The Seven New QC Tools: PracticalThe Seven New QC Tools: Practical Applications for Managers. Applications for Managers. Tokyo : 3A Corporation, 1994.Tokyo : 3A 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.

NewSevenTools[1] tqm

Documents