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By Syed Shahwar

Hasan

Affinity Diagrams

Relations Diagrams

Tree Diagrams

Matrix Diagrams

Arrow Diagrams
Process Decision Program Charts
Matrix Data Analysis

Slide 1 0f 2

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 2 0f 2

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

Flow Charts

Run Charts

Histograms

Pareto Diagrams

Cause and Effect Diagrams


Scatter Diagrams

Control Charts

FACTS
Data
Numerical Data

Verbal Data

Define problem after


collecting numerical data

Define problem before


collecting numerical data

The Basic Seven Tools


Analytical approach

The Seven New Tools


Generate Ideas

Organize

Formulate plans

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

Slide 1 0f 4

Enhanced Capabilities

Organize verbal data


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

Slide 2 0f 4

Enhanced Keys to Organizational Reform

Assess situations from various


angles
Clarify the desired situation
Prioritize tasks effectively
Proceed systematically
Anticipate future events
Change proactively
Get things right the first time

Slide 3 0f 4

Five Objectives of Organizational Reform


which will establish a Culture that:

Identifies problems
Gives importance to planning
Stresses the importance of the
Prioritizes
process tasks
Encourages everyone to think
systematically

Slide 4 0f 4

Unstructured Problem [must be put into solvable form]


The Seven New Tools
Problem is mapped

Problem becomes
obvious to all

Thoughts are
easily organized

Plans are
easily laid

Problem becomes
obvious to all

People understand
problem

Problem can be
clearly articulated

Nothing is
omitted

Nub of problem
is identified

Cooperation is
obtained

Things go well

Countermeasures
are on target

Problem is in solvable form


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

Slide 1 0f 7

For Pinpointing the Problem in a


Chaotic
Situation
and
Generating
Gathers
large
amountsSolution
of
Strategies
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

Slide 2 0f 7

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 3 0f 7

Advantages of Affinity Diagrams (cont.)


Fosters team spirit

Raises everyones level of awareness

Spurs to the group into action


Topic
Affinity Statement

Affinity Statement

Affinity Statement

Data Card

Data Card

Data Card

Data Card

Data Card

Data Card

Data Card

Data Card

Data Card

Data Card

Data Card

Data Card

Data Card

Data Card

Affinity Statement
Data Card
Data Card

Data Card

Slide 4 0f 7

Constructing an Affinity Diagram


Group Method Approach

Select a topic
Collect verbal data by
brainstorming
Discuss info collected until
everyone understands it
Write
thoroughly
each item on separate data
card
Spread out all cards on table

Slide 5 0f 7

Constructing an Affinity Diagram


Group Method Approach (cont.)

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
Continue
statementto combine until less than
5 groups

Slide 6 0f 7

Constructing an Affinity Diagram


Group Method Approach (cont.)

Lay the groups outs, keeping the


affinity clusters together
Next, complete the diagram

Slide 7 0f 7

Completing an Affinity Diagram


Topic
Affinity Statement

Affinity Statement

Affinity Statement

Data Card

Data Card

Data Card

Data Card

Data Card

Data Card

Data Card

Data Card

Data Card

Data Card

Data Card

Data Card

Data Card

Data Card

Affinity Statement
Data Card

Data Card

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

Slide 1 0f 7

For Finding Solutions Strategies by


Clarifying
Relationships
with Complex
Interrelated
Resolves tangled
issues by
Causes

unraveling the logical connection

Allows for Multi-directional


thinking rather than linear

Also known as Interrelationship


diagrams

Slide 2 0f 7

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 3 0f 7

Advantages of Relations Diagrams (cont.)


Makes the problem recognizable by
clarifying the relationships among
Tertiary
Tertiary
Secondary
Cause
Cause
causes
Primary Cause
Cause
Secondary
Cause

Why doesnt
X happen?

Primary Cause
Tertiary
Cause
4th level
Cause

Tertiary
Cause

Primary Cause

Secondary
Cause

Secondary
Cause

Primary Cause
Tertiary
Cause

Secondary
Cause

6th level
Cause

4th level
Cause

5th level
Cause

Slide 4 0f 7

Constructing a Relations Diagram


Group Method Approach

Express the problem in form of


Why isnt something happening?
Each member lists 5 causes
affecting problem
Write each item on a card
Discuss info collected until
everyone understands it
thoroughly

Slide 5 0f 7

Constructing a Relations Diagram


Group Method Approach (cont.)

Move cards into similar groups


Asking why, explore the causeeffect relationships, and divide the
cards into primary, secondary and
tertiary
Connectcauses
all cards by these

relationships
Further discuss until all possible
causes have been identified

Slide 6 0f 7

Constructing a Relations Diagram


Group Method Approach (cont.)

Review whole diagram looking for


relationships among causes
Connect all related groups

Next, complete the diagram

Slide 7 0f 7

Completing a Relations Diagram


Tertiary
Cause

Primary Cause

Why doesnt
X happen?

Primary Cause
Tertiary
Cause

Secondary
Cause

Tertiary
Cause

Tertiary
Cause

Primary Cause

Secondary
Cause

4th level
Cause

Secondary
Cause

Secondary
Cause

Primary Cause

Tertiary
Cause

Secondary
Cause

6th level
Cause

4th level
Cause

5th level
Cause

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

Slide 1 0f 5

For Systematically Pursuing the Best


Strategies
for
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 2 0f 5

Advantages of Tree Diagrams


Systematic and logical approach is
less likely that items are omitted
Facilitates agreement among team
Are extremely convincing with
4th means
strategies
3rd means
4th means
Secondary means
Primary means

To
Accomplish
Constraints

Secondary means

3rd means
3rd means
3rd means

4th means
4th means
4th means
4th means
4th means

Slide 3 0f 5

Constructing a Tree Diagram


Group Method Approach

Write Relations Diagram topic


(Objective card)

Identify constraints on how


objective can be achieved
Discuss means of achieving
objective (primary means, first level
Take
each primary mean, write obstrategy)
jective for achieving it (secondary

Slide 4 0f 5

Constructing an Tree Diagram


Group Method Approach (cont.)

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

Next, complete the diagram

Slide 5 0f 5

Completing a Tree Diagram


Secondary means
Primary means

To
Accomplish

3rd means

4th means

3rd means

4th means

3rd means

Secondary means

4th means

3rd means

4th means
4th means
4th means
4th means

Secondary means

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

4th means

3rd means

4th means
4th means

Primary means
Constraints

3rd means

Secondary means

3rd means

4th means

3rd means

4th means

Slide 1 0f 7

For Clarifying Problems by Thinking


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 2 0f 7

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

Slide 3 0f 7

means
diagram
means
diagram
means
diagram
means
diagram
means
diagram
means
diagram
means
diagram

=4
=5
=6

Principa l

Subsidia ry

Hold 4 times/month

At every meeting

S e c t io n /P la n t
M anager

S it e Q C c ir c le

level
Tree
level
Tree
level
Tree
level
Tree
level
Tree
level
Tree
level
Tree

O
X
X

1
4

M em ber

Responsibilitie s

Leader

Eva lua tion

4th
from
4th
from
4th
from
4th
from
4th
from
4th
from
4th
from

Rank

=1
=2
=3

P r a c t ic a b ilit y

E f f ic a c y

O
O

S e c t io n /P la n t
Q C c ir c le s u p p o r t e r

Advantages of Matrix Diagrams (cont.)


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

Re ma rks

O
O
O

At least 3 times/year/person

O
O

Slide 4 0f 7

Constructing a Matrix Diagram

Write final-level means from Tree


diagram forming vertical axis
Write in Evaluation categories
(efficacy, practicability, and rank) on
horizontal
axis.
Examine final-level
means to
identify whom will implement them
Write names along horizontal axis

Slide 5 0f 7

Constructing a Matrix Diagram (cont.)

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

Slide 6 0f 7

Constructing a Matrix Diagram (cont.)

Determine score for each


combination of symbols, record in
rank
column
Examine
cells under Responsibility
Columns, insert double-circle for
Principal and single-circle for
Subsidiary
Fill out remarks column and record
meanings of symbol
Next, complete the diagram

Slide 7 0f 7

Completing a Matrix Diagram


O

=1
=2
=3

Subsidia ry

Responsibilities

Hold 4 times/month

At every meeting

1
4

M em ber

Leader

S e c t io n /P la n t
M anager

S it e Q C c ir c le

means
diagram
means
diagram
means
diagram
means
diagram
means
diagram
means
diagram
means
diagram
means
diagram
means
diagram
means
diagram

Rank

level
Tree
level
Tree
level
Tree
level
Tree
level
Tree
level
Tree
level
Tree
level
Tree
level
Tree
level
Tree

Principal

P r a c t ic a b ilit y

4th
from
4th
from
4th
from
4th
from
4th
from
4th
from
4th
from
4th
from
4th
from
4th
from

=4
=5
=6

E f f ic a c y

Eva luation

O
X
X

S e c t io n /P la n t
Q C c ir c le s u p p o r t e r

O
O

O
O
O

At least 3 times/year/person

O
O

O
O

Re ma rks

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

Slide 1 0f 7

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)
Method)

and CPM (Critical Path

Slide 2 0f 7

Advantages 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

Slide 3 0f 7

Advantages of Arrow Diagrams (cont.)


Promotes understanding and
agreement among group
Strategy

Constraints

4
1

12
5

10

11

Activity

13

Slide 4 0f 7

Constructing an Arrow Diagram

From strategies on Tree diagram,


select one (Objective of Arrow Diagram)
Identify constraints to Objective
List all activities necessary to
achieving Objective
Write all essential activities on
separate cards

Slide 5 0f 7

Constructing an Arrow Diagram (cont.)

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

Slide 6 0f 7

Constructing an Arrow Diagram (cont.)

Examine path, number nodes in


sequence from left to right
Record names and other necessary
information

Next, complete the diagram

Slide 7 0f 7

Completing an Arrow Diagram


Strategy

Constraints

12

10

11

Activity

7
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)

13

Slide 1 0f 7

For Producing the Desired Result from


Many
Possible
Used Outcomes
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

Slide 2 0f 7

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 3 0f 7

Advantages of PDPCs (cont.)


Fosters cooperation and
communication in group
Easily modified and easily understood
Start
NO

NO

NO

YES

YES

NO
YES

NO

GOAL

NO

NO

Slide 4 0f 7

Constructing a PDPC

Select a highly effective, but


difficult strategy from the Tree
Decide
diagramon a goal (most desirable
outcome)
Identify existing situation (Starting
point)
Identify constraints of objective
List activities to reach goal and
potential problems with each
activity

Slide 5 0f 7

Constructing an PDPC (cont.)

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

Slide 6 0f 7

Constructing an PDPC (cont.)

Examine to make sure all


contingency plans are adequate

Next, complete the diagram

Completing a PDPC

NO

NO
YES

Slide 7 0f 7

Start

NO
YES

NO

NO
NO

YES
NO

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

Slide 1 0f 6

Principal 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 2 0f 6

Advantages of Principal Component


Can be used inAnalysis
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 3 0f 6

Constructing a Prioritization Grid


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

Determine your goal, your


alternatives, and criteria for
Place
decision
selection in order of
importance
Apply percentage weight to each
option (all weights should add up to 1)
Sum individual ratings to establish
overall ranking (Divide by number of

options for average ranking)

Slide 4 0f 6

Constructing a Prioritization Grid (cont.)

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

Slide 5 0f 6

Constructing a Prioritization Grid (cont.)

Rank order the alternatives


according to importance

See completed the diagram

Slide 6 0f 6

Completing a Prioritization Grid


Criteria

Customer Acceptance
(most important)

Strength
Importance Option
Reliability (least important) Sum Score Ranking

Cost

Design A
Percentage weight
Rank
Importance score

.40
4
1.6

.30
3
.90

.20
3
.60

.10
1
.10

3.2

1 (tie)

Design B
Percentage weight
Rank
Importance score

.30
3
.90

.40
4
1.6

.10
1
.10

.20
2
.40

3.0

Design C
Percentage weight
Rank
Importance score

.25
1
.25

.25
2
.50

.25
4
1

.25
3
.75

2.5

Design D
Percentage weight
Rank
Importance score

0.3
3
.90

.10
1
.10

.20
3
.60

.40
4
1.6

3.2

1 (tie)

Sum of weights
Average weight
Criterion Ranking

1.25
.31
1

1.05
.26
2

.75
.19
4

.95
.24
3

Options

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

Affinity Diagrams

Relations Diagrams

Tree Diagrams

Matrix Diagrams

Arrow Diagrams
Process Decision Program Charts
Matrix Data Analysis

Slide 1 0f 5

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

Four Specific Keys

Understand the problem


Select the right tool for the job
Obtain appropriate verbal data
Interpret analytical results

Slide 2 0f 5

4 Specific Keys

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

Slide 3 0f 5

4 Specific Keys

(cont.)

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)

Slide 4 0f 5

4 Specific Keys

(cont.)

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

4 Specific Keys

(cont.)

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

Slide 1 0f 5

Example; Relations Diagram


Abilities Required for Applying New Seven QC
Tools
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


categorized)

(not

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

Primary
Cause

Primary
Cause

Use N7
Skillfully

Primary
Cause

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

Primary
Cause

Slide 3 0f 5

A
B
C
D
E
F
G
H
I
J
K
L
M

Abilities Required for Applying New Seven QC


Tools
Cause
(hints areseriousness
in yellow) of problem
Interpret data
clearlyStatements
N Understand
Select appropriate tool
Think systematically
Give opinions
Know what the problem is
Extract necessary information
Collect reliable verbal data
Think multidimensionally
Obtain facts
Interpret analytical results
Generate ideas
Know that distorted data is useless
Grasp overall pictured

O
P
Q
R
S
T
U
V
W
X
Y
Z

Think flexibly from various standpoints


Obtain appropriate verbal data
Expose core of problem
Communicate well
Accurately understand real problem
Have excellent intuition
See to heart of problem
Select appropriate type of verbal data
Think in terms of word-based diagram
Express genuine thoughts
Hear and respect other's opinions
Generate highly accurate verbal data

Slide 4 0f 5
Abilities Required for Applying New Seven QC Tools

F
T

Primary
Cause

Primary
Cause

Use N7
Skillfully

Primary
Cause

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

B
L
I

Slide 5 0f 5

Solution for Abilities Required for Applying New Seven QC Tools

Use N7
Skillfully

M
C

Y
O

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

Benefits of New Seven Q.C. Tools


1- Provide Training in Thinking
2- Raise Peoples Problem Solving Confidence
3- Increase Peoples Ability to Predict Future
Events

Roles of New Seven Q.C. Tools


12345-

Express verbal data diagrammatically


Make information visible
Organize information intelligibly
Clarify overall picture and fine details
Get more people involved

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