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The New SevenThe New Seven
Q.C. ToolsQ.C. Tools
A Training Presentation on the N7A Training Presentation on the N7
By Christopher Diaz
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What are the What are the
New Seven Q.C. ToolsNew Seven Q.C. Tools
Affinity Diagrams
Relations Diagrams
Tree Diagrams
Matrix Diagrams
Arrow DiagramsProcess Decision Program Charts
Matrix Data Analysis
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History of theHistory 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 originalBasic Seven Tools
New set of methods (N7) - 1977
Slide 1 0f 2
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History of theHistory 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
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What are the What are the
Basic Seven Q.C. Tools?Basic Seven Q.C. Tools?
Flow Charts
Run Charts
Histograms
Pareto Diagrams
Cause and Effect DiagramsScatter Diagrams
Control Charts
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Relation Between New SevenRelation Between New SevenQ.C. Tools and Basic SevenQ.C. Tools and Basic 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 after collecting numerical data
Define problem beforecollecting numerical data
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
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Enhanced Capabilities
Generate ideasImprove planning
Eliminate errors and omissionsExplain problems intelligiblySecure full cooperation
Persuade powerfully
Benefits of IncorporatingBenefits of Incorporating
New Seven Q.C. ToolsNew Seven Q.C. Tools
Organize verbal data
Slide 1 0f 4
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Enhanced Keys to Organizational Reform
Clarify the desired situationPrioritize tasks effectively
Proceed systematicallyAnticipate future eventsChange proactively
Get things right the first time
Benefits of IncorporatingBenefits of Incorporating
New Seven Q.C. ToolsNew Seven Q.C. Tools
Assess situations from various angles
Slide 2 0f 4
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Five Objectives of Organizational Reformwhich will establish a Culture that:
Gives importance to planningStresses the importance of the process
Prioritizes tasksEncourages everyone to thinksystematically
Benefits of IncorporatingBenefits of Incorporating
New Seven Q.C. ToolsNew Seven Q.C. Tools Slide 3 0f 4
Identifies problems
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Benefits of IncorporatingBenefits of Incorporating
New Seven Q.C. ToolsNew Seven Q.C. Tools 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 areeasily organized
Things go well
People understand problem
Cooperation isobtained
Countermeasuresare on target
Problem becomesobvious to all
Nub of problemis identified
Problem can beclearly articulated
Plans areeasily laid
Nothing isomitted
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Affinity DiagramsAffinity Diagrams
For Pinpointing the Problem in a ChaoticSituation and Generating Solution Strategies
Gathers large amounts of intertwinedverbal 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
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Affinity DiagramsAffinity Diagrams
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 2 0f 7
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Affinity DiagramsAffinity Diagrams
Advantages of Affinity Diagrams (cont.) Fosters team spirit Raises everyones level of awareness Spurs to the group into action
Slide 3 0f 7
Topic
Affinity StatementData CardData Card
Data CardData Card
Affinity StatementData CardData Card
Data CardData Card
Affinity StatementData CardData Card
Data Card
Affinity StatementData CardData Card
Data CardData Card
Data Card Data Card
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Affinity DiagramsAffinity Diagrams
Constructing an Affinity DiagramGroup Method Approach
Slide 4 0f 7
Select a topicCollect 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
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Affinity DiagramsAffinity Diagrams
Constructing an Affinity DiagramGroup Method Approach (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 statementMake new card with Affinity statementContinue to combine until less than 5groups
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Affinity DiagramsAffinity Diagrams
Completing an Affinity DiagramSlide 7 0f 7
TopicAffinity 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
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Relations DiagramsRelations Diagrams
For Finding Solutions Strategies by ClarifyingRelationships with Complex Interrelated Causes
Resolves tangled issues byunraveling the logical connection
Allows for Multi-directionalthinking rather than linear Also known as Interrelationship
diagrams
Slide 1 0f 7
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Relations DiagramsRelations Diagrams
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 2 0f 7
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Relations DiagramsRelations Diagrams
Advantages of Relations Diagrams (cont.) Makes the problem recognizable by clarifying the
relationships among causes
Slide 3 0f 7
Why doesntX happen?
Primary Cause
Primary Cause
Primary Cause
Primary Cause
TertiaryCause
Secondary
Cause
SecondaryCause
SecondaryCause
Secondary
Cause
TertiaryCause
4th levelCause
TertiaryCause
TertiaryCause
4th levelCause 5th levelCause
6th levelCause
TertiaryCause
SecondaryCause
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Relations DiagramsRelations Diagrams
Constructing a Relations DiagramGroup Method Approach
Slide 4 0f 7
Express the problem in form of Why isnt something happening?Each member lists 5 causes affecting problem
Discuss info collected until everyone understands it thoroughlyWrite each item on a card
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Relations DiagramsRelations Diagrams
Constructing a Relations DiagramGroup Method Approach (cont.)
Slide 5 0f 7
Move cards into similar groupsAsking why, explore the cause-effectrelationships, and divide the cards intoprimary, secondary and tertiary causes
Connect all cards by these relationships
Further discuss until all possible
causes have been identified
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Relations DiagramsRelations Diagrams
Constructing a Relations DiagramGroup Method Approach (cont.)
Slide 6 0f 7
Connect all related groups
Next, complete the diagram
Review whole diagram looking forrelationships among causes
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Relations DiagramsRelations Diagrams
Completing a Relations DiagramSlide 7 0f 7
Why doesntX happen?
Primary Cause
Primary Cause
Primary Cause
Primary Cause
TertiaryCause
SecondaryCause
SecondaryCause
Secondary
Cause
SecondaryCause
TertiaryCause
4th levelCause
TertiaryCause
TertiaryCause
4th level
Cause5th level
Cause
6th levelCause
TertiaryCause
SecondaryCause
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Tree DiagramsTree Diagrams
For Systematically Pursuing the Best Strategiesfor Attaining an Objective
Develops a succession of strategies forachieving objectives
Reveals methods to achieve the results. Also known as Systematic diagrams or
Dendrograms
Slide 1 0f 5
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Tree DiagramsTree Diagrams
Advantages 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
ToAccomplish
Primary means
Constraints
Secondary means
Secondary means3rd means3rd means3rd means
3rd means
4th means4th means
4th means4th means4th means4th means4th means
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Discuss means of achieving objective(primary means, first level strategy)
New Seven Q.C. ToolsNew Seven Q.C. Tools
Tree DiagramsTree Diagrams
Constructing a Tree DiagramGroup Method Approach
Slide 3 0f 5
Write Relations Diagram topic(Objective card)Identify constraints on how objectivecan be achieved
Take each primary mean, write ob-
jective for achieving it (secondary means)
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Tree DiagramsTree Diagrams
Constructing an Tree DiagramGroup Method Approach (cont.)
Slide 4 0f 5
Continue to expand to the fourth level
Review each system of means inboth directions (from objective to meansand means to objective)
Add more cards if neededConnect all levels
Next, complete the diagram
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Tree DiagramsTree Diagrams
Completing a Tree DiagramSlide 5 0f 5
ToAccomplish
3rd means
3rd means
Primary means
3rd means
3rd means
Constraints
Primary 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
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Matrix DiagramsMatrix Diagrams
For Clarifying Problems by ThinkingMultidimensionally Consists of a two-dimensional array to
determine location and nature of problem
Discovers key ideas by relationshipsrepresented by the cells in matrix.
Slide 1 0f 7
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Matrix DiagramsMatrix Diagrams
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 clearer.
Slide 2 0f 7
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Matrix DiagramsMatrix Diagrams
Advantages of Matrix Diagrams (cont.) 5 types: L-shaped, T-shaped, Y-shaped,
X-shaped, and C-shaped
Slide 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
4thlevel meansfromTreediagram O O 1 O
4thlevel meansfromTreediagram O O 1 O Hold4times/month
4thlevel meansfromTreediagram O 3 O At everymeeting
4thlevel meansfromTreediagram O 2 O
4thlevel meansfromTreediagram O X 5 O At least 3times/year/person
4thlevel meansfromTreediagram O O 1 O O
4thlevel meansfromTreediagram 4 O
Evaluation Responsibilities
Remarks
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Matrix DiagramsMatrix Diagrams
Constructing a Matrix DiagramSlide 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
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Matrix DiagramsMatrix Diagrams
Constructing a Matrix Diagram (cont.) Slide 5 0f 7
Label group of columns as Responsibilities
Label right-hand end of horizontalaxis as Remarks Examine each cell and insert the
appropriate symbol:Efficacy: O=good, =satisfactory, X=none
Practicability: O=good, =satisfactory,
X=none
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Matrix DiagramsMatrix Diagrams
Constructing a Matrix Diagram (cont.) Slide 6 0f 7
Fill out remarks column and recordmeanings of symbol
Next, complete the diagram
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
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Matrix DiagramsMatrix Diagrams Completing a Matrix Diagram
Slide 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
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
4thlevel meansfromTreediagram O O 1 O
4thlevel meansfromTreediagram O O 1 O Hold4times/month
4thlevel means
fromTreediagramO 3 O
At every meeti ng4thlevel meansfromTreediagram O 2 O
4thlevel meansfromTreediagram O X 5 O At least 3times/year/person
4thlevel meansfromTreediagram O O 1 O O
4thlevel meansfromTreediagram 4 O
4thlevel meansfromTreediagram O 2 O
4thlevel meansfromTreediagram O O 1 O
4thlevel meansfromTreediagram O O 1 O
Evaluation Responsibilities
Remarks
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Arrow DiagramsArrow Diagrams
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) and CPM (Critical Path Method)
Slide 1 0f 7
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Arrow DiagramsArrow Diagrams
Advantages of Arrow Diagrams (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
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Arrow DiagramsArrow Diagrams
Constructing an Arrow DiagramSlide 4 0f 7
From strategies on Tree diagram,select one (Objective of Arrow Diagram)Identify constraints to Objective
Write all essential activities onseparate cards
List all activities necessary toachieving Objective
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Arrow DiagramsArrow Diagrams
Constructing an Arrow Diagram (cont.) Slide 5 0f 7
Organize cards in sequential order
of activitiesRemove any duplicate activitiesReview order of activities, find
sequence with greatest amount of activitiesArrange parallel activities
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Arrow DiagramsArrow Diagrams
Constructing an Arrow Diagram (cont.) Slide 6 0f 7
Record names and other necessaryinformation
Next, complete the diagram
Examine path, number nodes insequence from left to right
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New Seven Q C ToolsNew Seven Q.C. Tools
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Process Decisions ProgramProcess Decisions Program
ChartsCharts
For Producing the Desired Result from Many 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
New Seven Q.C. ToolsNew Seven Q.C. Tools
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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 2 0f 7
New Seven Q.C. ToolsNew Seven Q.C. Tools
Process Decisions ProgramProcess Decisions Program
ChartsCharts
New Seven Q.C. ToolsNew Seven Q.C. Tools
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Advantages of PDPCs (cont.) Fosters cooperation and
communication in group Easily modified and easily understood
Slide 3 0f 7
New Seven Q.C. Toolsew Seve Q.C. oo s
Process Decisions ProgramProcess Decisions Program
ChartsCharts
Start
GOAL
YESYES
NONONO
NO
NO
YES
NONO
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Constructing an PDPC (cont.) Slide 5 0f 7
Review list. Add extra activities or
problems not thought of previouslyPrepare contingency plan for eachstep and review what action is
needed if step is not achievedExamine carefully to check forinconsistencies and all important
factors are included
New Seven Q.C. ToolsQ
Process Decisions ProgramProcess Decisions Program
ChartsCharts
New Seven Q.C. ToolsNew Seven Q.C. Tools
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Constructing an PDPC (cont.) Slide 6 0f 7
Next, complete the diagram
Examine to make sure allcontingency plans are adequate
Q. .Q
Process Decisions ProgramProcess Decisions Program
ChartsCharts
New Seven Q.C. ToolsNew Seven Q.C. Tools
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Completing a PDPCSlide 7 0f 7
Process Decisions ProgramProcess Decisions Program
ChartsCharts
Start
GOAL
YESYES
NONONO
NO
NO
YES
NONO
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Matrix Data AnalysisMatrix Data Analysis
Principal Component Analysis Technique quantifies and arranges
data presented in Matrix Based solely on numerical data Finds indicators that differentiate
and attempt to clarify largeamount of information
Slide 1 0f 6
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Matrix Data AnalysisMatrix Data Analysis Advantages of Principal Component Analysis
Can be used in various fields (marketsurveys, 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
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Matrix Data AnalysisMatrix Data Analysis 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 establishoverall ranking (Divide by number of options for average ranking)
Apply percentage weight to each
option (all weights should add up to 1)
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Matrix Data AnalysisMatrix Data Analysis
Constructing a Prioritization Grid (cont.) Slide 4 0f 6
Rank order each option with respect to
criterion (Average the rankings and apply acompleted ranking) Multiply weight by associated rankin Matrix (in example, 4 is best, 1 is worst) Result is Importance ScoreAdd up Importance Scores for eachoption
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Matrix Data AnalysisMatrix Data Analysis
Constructing a Prioritization Grid (cont.)Slide 5 0f 6
See completed the diagram
Rank order the alternativesaccording to importance
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Completing a Prioritization Grid Slide 6 0f 6
New Seven Q.C. ToolsNew Seven Q.C. Tools
Matrix Data AnalysisMatrix Data Analysis
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
ImportanceSum Score
OptionRanking(least important)
Strength
Importance scoreRank
Percentage weight
Percentage weightRank
Importance score
Percentage weightRankImportance score
Percentage weightRank
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
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ReviewReview New Seven Q.C. ToolsNew Seven Q.C. Tools
Affinity Diagrams
Relations Diagrams
Tree Diagrams
Matrix Diagrams
Arrow DiagramsProcess Decision Program ChartsMatrix Data Analysis
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Keys to Successfully Using theKeys to Successfully Using theNew Seven Q.C. ToolsNew Seven Q.C. Tools
Slide 2 0f 5
Understand the problem
Stage 1 - problem is unclear and not obviouswhat 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 knownrequired action is unknown
strategies and plan must be developed
4 Specific Keys
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Keys to Successfully Using theKeys to Successfully Using theNew Seven Q.C. ToolsNew Seven Q.C. Tools
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 (cont.)
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Keys to Successfully Using theKeys to Successfully Using theNew Seven Q.C. ToolsNew Seven Q.C. Tools
Slide 5 0f 5
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 Keys (cont.)
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Practical Application of Practical Application of New 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 DiagramAbilities Required for Applying New Seven QC Tools
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Practical Application of Practical Application of New Seven Q.C. ToolsNew Seven Q.C. Tools
Slide 2 0f 5Abilities Required for Applying New Seven QC Tools
Use N7Skillfully
PrimaryCause
PrimaryCause
PrimaryCause
PrimaryCause
Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001)
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Practical Application of Practical Application of New Seven Q.C. ToolsNew Seven Q.C. Tools
Slide 3 0f 5Abilities Required for Applying New Seven QC Tools
Cause Statements (hints are in yellow)
A Interpret data clearly N Understand seriousness of problem
B Select appropriate tool O Think flexibly from various standpoinC 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 datJ Interpret analytical results W Think in terms of word-based diagraK Generate ideas X Express genuine thoughtsL Know that distorted data is uselessY Hear and respect other's opinionsM Grasp overall pictured Z Generate highly accurate verbal data
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Practical Application of Practical Application of New Seven Q.C. ToolsNew Seven Q.C. Tools
Slide 4 0f 5Abilities Required for Applying New Seven QC Tools
Use N7Skillfully
PrimaryCause
PrimaryCause
PrimaryCause
B
T
R
Y
F
I
L
Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001)
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Practical Application of Practical Application of New Seven Q.C. ToolsNew Seven Q.C. Tools
Slide 5 0f 5Solution for Abilities Required for Applying New Seven QC Tools
Use N7Skillfully
E
W J
P
B
T
H R
C
ZY
O
A
M
F S U
N
V
K D
I Q
LX
G
Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001)
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SummarySummary
New Seven Q.C. ToolsNew Seven Q.C. Tools
1- Provide Training in Thinking2- Raise Peoples Problem Solving Confidence3- Increase Peoples Ability to Predict Future
Events
Benefits of New Seven Q.C.Tools
1- Express verbal data diagrammatically2- Make information visible3- Organize information intelligibly4- Clarify overall picture and fine details
5- Get more people involved
Roles of New Seven Q.C. Tools
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BibliographyBibliography
Foster, Thomas.Foster, Thomas. Managing Quality. An Integrative ApproachManag ing 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, John.Hiroyuki, and Loftus, John. The Seven New QC Tools: Practical The Seven New QC Tools: PracticalApplications for Managers.Applications for Managers. Tokyo : 3A Corporation, 1994.Tokyo : 3A Corporation, 1994.
TQM: The 9 TQM Tools. Internet TQM: The 9 TQM Tools. Internethttp://www.iqd.com/pfttools.htm.http://www.iqd.com/pfttools.htm.