Tqm tools and techniques i

UNIT - 3
TQM TOOLS AND TECHNIQUES - I

Why use tools?
• Measure
• Improve

What are they?
The seven basic tools according to Ishikawa are:
• Check sheets
• Flow charts
• Cause and effect diagram
• Scatter diagram
• Control chart
• Graphs & Histograms
• Pareto diagram

1.Check sheets
• What is a check sheet?
• A form or sheet used to record data.
• Tools for identifying

Function of Check Sheets
According to Ishikawa 1982, check sheets have
the following functions:
1. Production Process distribution checks
2. Defective item checks
3. Defective location checks
4. Defective cause checks
5. Check-up confirmation checks
6. Others

Example of a simple check sheet. (for
car valet operation)
Car type
Car registration
Ford Focus
W357 PHR
Interior vacuumed √
Upholstery cleaned √
Dash board cleaned √
De odorised √
Body washed √
Washed waxed & Polished √
Under car washed √
Wheels washed √
Tyres blacked √
Comments: Front bumper badly scratched on delivery, this
can not be covered
Performed / Checked by J Date 2 May 2008

Example of a simple process check
sheet. (attributes)
Model XYZC217 Batch
failures 1 2 3 4 5 6 7 8 9
1
0
Power up
1 2 1
Boot up
6 4 2 1 2
Sink test
2 1 1 1
Case damage
1 1 2
Keyboard damage
Monitor damaged
1 2
Bundled s/w included
3 1 3
Checked by
pj
a
m jj [j
l
m
l
m
r
m pj
a
m pj

Tally Lines
Complaints Tally Total
Poor Delivery IIII III 8
Incorrect Invoicing IIII 4
Poor service IIII IIII 10
Irresponsible II 2
Poor Packaging III 3
No qaulity II 2

Flowcharts
2. PROCESS MAPPING
• Process mapping is an essential first step.
• It identifies all of the process activities,
sequence and responsibilities.
• This can either be in a written format, or as a
flowchart.

Flowcharts
PROCESS MAPPING (Written format)
Enquiry handling
Activity Responsibility Associated documents
1. Customer enquiry
received and
logged onto system
Sales Director Customers enquiry
Customers drawing
Work instruction S10
2. Enquiry briefly
overviewed and
allocated to sales
estimator for
through.
Sales Director
3. If it cant be done,
return to customer
Customers drawing
4. If it has been made
before, prepare a
new quote based on
previous job and
current pricing,
otherwise go to
step 10.
Customers drawing
Previous job file
Current price list
5. Send to customer
for acceptance
Sales Director Quotation
6. Review quote Customer Quotation
7. Quote is acceptable Customer Quotation
8. Log as order and
create order
package
Quotation
Customer drawing
Work instruction S30
9. Pass to Production
control
Sales Director
Order package
10. Allocated to sales
estimator
Sales director Customers enquiry
Customers drawing
11. . Etc.
12.
13.
14.
15.
16.

Flowcharting
• Flowcharting is a graphical tool for identifying
processes.
• Constructing flowcharts leads to a better
understanding of processes.
• Better understanding of processes is a
essential for improvement

symbol
Event Symbol Description
operations It means an action
storage It is a stage of finished good
or raw material waiting for
action
Delay or
temporary
storage
It means process has
stopped due to same
reason or waiting for next
event

Symbol
Event Symbol Description
Transport Movement
Inspection Checking the Quality
& Quantity
Operation cum
Transport
Doing the work by
moving
Inspection cum
operation
Automatic process

Flowcharts
Some standard symbols
Start or end
An activity
a decision point in the process.
a point at which the flowchart connects
with another process.
An off page connection
All records are identified

FLOWCHART
SM01 Enquiry Handling / Quotation Process
Sales director Estimator
Customer
Customer sends
enquiry
Sales department
receives enquiry
Enquiry entered
into the electronic
Quote log &
Unique serial
number entered
Can this
enquiry be
Quoted ?
Enquiry allocated
to Estimator
No
Quote prepared
from Price guide
Quote customer
Customer
informed that we
are unable to
quote
No
Prepare Quote
Have the
item (s) been
made before?
Yes
Raise estimate
sheet & plan
process
Organize contract
review to cover
Quality
Contractual &
Manufacturing
aspects

Types of process chat or flow chart
• Outline process chart
• Two handled process chart
• Flow chart

Outline process chart
• Data are recorded by using

Two handled process chart
• LH RH

Exercise
Draw a flowchart for one of the following
processes:
– Making a cup of coffee
– Enrolling students
– Wiring a plug.

3.Cause and Effect Diagrams
(Ishikawa)
A method for the identification of the
root cause of a problem.

cause and effect
What is Brainstorming?
• A way to get creative ideas.
• A way to get everyone’s views.
• A way to generate alternatives.

cause and effect
Potential Uses (Brainstorming)
• For identifying areas for improvement.
• For finding potential causes of problems.
• For developing possible preventive actions.

cause and effect
Some Guidelines (Brainstorming)
• Give wild and unusual
ideas.
• Aim for quantity.
• Build on ideas of
others.
• Encourage
participation.
• Evaluate or criticise.
• Stop to soon.
• Allow domination or
idea ownership.
Do’s Don'ts

cause and effect
Ranking
Ranking can be used after brainstorming to assess the teams
Priority position on a list of ideas. The basic procedure is:
•Each person privately selects 3 to 5 items from the list
•Each person ranks their selection in order of priority
•The marks are then totalled for each item
•The item having the highest total is then judged to have the
highest priority

cause and effect
What is a Cause and Effect Diagram?
• The process of a cause and effect diagram consists of defining
an effect in terms of possible causes and is normally carried
out in the form of a Brainstorming session.
• The principal causes are typically Man, Materials, Methods or
Machines.
• These are then reduced to sub-causes.
• Finally, the most likely causes are then circled and are subject
to future examination.
• These relationships are displayed pictorially in the form of a
fishbone structure.

cause and effect
Layout:
Man Method
Materials Machines
Effect
Sub-Cause
Sub-Cause Sub-Cause
Sub-Cause
Sub-Cause
Sub-Cause

Cause & Effect Diagrams
Sample
Incorrect shipping
documents
Manpower Materials
Methods Machine
Keyboard sticks
Wrong source info
Wrong purchase order
Inefficient info
Didn’t follow
No procedure
No communications
No training
Software problem
Corrupt
data
reluctant

4. Scatter Diagrams
A method for the identification the
relationship (effect) between two
factors (Causes).

Scatter diagrams
What is it used for?
• Validating "hunches" about a cause-and-effect
relationship between two variables.
• Displaying the direction of the relationship
(positive, negative, etc.)
• Displaying the strength of the relationship

Scatter diagrams
Constructing scatter diagram
• In order to construct a scatter diagram you need two
variables to be plotted against each other. One on the x
axis the other on the y axis.
• The relationship is then plotted.
Variable a
Variable
b
relationship

Scatter diagrams
Constructing scatter diagram
• This process is continued, showing the effect of changes
in one of the variables against the other variable.
Variable a
Variable
b

Scatter diagrams
Interpreting a scatter diagram
• The diagram below shows a Strong Positive relationship
between the variables (an in crease in a results in a
positive increase in b, which is almost uniform.)
Variable a
Variable
b

Scatter diagrams
• The diagram below shows a Strong Negative relationship
between the variables (an in crease in a results in a
decrease in b, which is almost uniform.)
Variable a
Variable
b

Scatter diagrams
• The diagram below shows a Weak Positive relationship
between the variables.
Variable a
Variable
b

Scatter diagrams
• The diagram below shows a Weak Negative relationship
Variable a
Variable
b

Scatter diagrams
• The diagram below shows a that there is no relationship
Variable a
Variable
b

5. Control Charts
A method for monitoring a process
for preventing defects.

Control charts
What are control charts
• Control charting is the most technically sophisticated tool of
the 7 quality tools.
• It was developed in the 1920s by Dr. Walter A. Shewhart of
the Bell Telephone Labs. Dr. Shewhart developed the control
charts as a statistical approach to the study of manufacturing
process variation.
• The purpose was to improve the process effectiveness and
therefore reduce costs.
• These methods are based on continuous monitoring of the
process variation.

Control charts
Why use control charts
• A Control chart is a device for describing in a precise manner
what is meant by statistical control.
• it helps the process perform consistently and predictably.
• it can minimise the variation in output.
• it can help to achieve lower product costs.
• it can help to increase effective capacity.
• it can help to meet customer expectations

Control charts
Types of control charts
• You will come across two types of Control
Charts used in SPC (Statistical Process
Control).
1.Attribute SPC
2.Variable SPC

Control charts
Attribute control charts
• Attribute data is based upon two conditions (pass/fail, go/no-go,
present/absent) which are counted, recorded and analysed.
• Control chart techniques are important for the following reasons:
 Attribute-type situations exist in any process.
 Attribute-type data is already available in many situations –
(existing inspections, repair reasons, reject segregation & sorting) In
these cases, no additional data collection is required, you just have
to convert the data into chart form.
 Where new data must be collected, attribute information is usually
quick and inexpensive to obtain.

Control charts
Variable control charts
• Control charts for variables are used to control
the variation of processes in cases where the
characteristic under investigation is a
measurable quantity.

Control charts
Variable control charts
• Xbar&R CHARTS.
• Xbar&R charts are used as a pair;

Control charts
Example of an Attribute control chart

Control charts
Example of a variable control chart
Moving Range Variable Control Chart (Sub-group Sampling)
Process Characteristic Oven temperature X Bar 181 R Bar UCL R Frequency
Upper Spec: 185.0 Lower Spec 175.0 Upper Control Limit Lower Control Limit 60 Piece Capability Study
X1 182.0 182.0 183.0 176.0 183.5 184.0 183.5 183.0 183.0 170.0 176.0 182 182.5 176.0 183.5 183.0 183.0 184.0 183.0 184.0 183.5 176.0 176.0 176.0 182.0 176.0 178.0 176.0 186.0 187.0 182.0
X2 183.0 176.0 183.0 176.0 176.0 183.5 182.5 182.0 183.0 173.5 176.0 176 182.0 183.5 184.5 184.0 183.5 184.0 183.0 186.0 184.5 183.0 183.0 176.0 176.0 176.0 175.0 176.0 185.0 186.0 176.0
X3 176.0 183.0 184.0 183.5 184.0 182.5 182.0 176.5 184.5 172.0 183.5 176 176.0 184.0 182.5 182.5 180.0 180.0 182.0 184.0 184.0 184.0 183.0 183.0 176.0 175.0 174.0 183.0 183.0 186.0 183.5
X4
X5
X bar 180.3 180.3 183.3 178.5 181.2 183.3 182.7 180.5 183.5 171.8 178.5 178.0 180.2 181.2 183.5 183.2 182.2 182.7 182.7 184.7 184.0 181.0 180.7 178.3 178.0 175.7 175.7 178.3 184.7 186.3 180.5
R 7.0 7.0 1.0 7.5 8.0 1.5 1.5 6.5 1.5 3.5 7.5 6.0 6.5 8.0 2.0 1.5 3.5 4.0 1.0 2.0 1.0 8.0 7.0 7.0 6.0 1.0 4.0 7.0 3.0 1.0 7.5
Op R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc
Time
Date 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4
NEW CALCULATED LIMITS
X bar 180.823 R Bar 4.6094 UCL X 185.524 LCL X 176.121 UCL R 30.089 Cp 0.61 Cpk 0.51 Sigma 2.7274
ESPC coating
0.0
5.0
10.0
15.0
UCL
170
172
174
176
178
180
182
184
186
188
190
UCL
LCL
USL
LSL
xbar
1
2
3
X
bar
R
bar

6. Graphs & Histograms
Graphs, either presentational or mathematical are
used to allow understanding and analysis of
collected data sets.
Tools for prioritizing and communicating

Graphs
BAR CHARTS
• This is the data set totalled up and shown graphically.
• It immediately identifies the major defects for all to
see.
Defects
0
2
4
6
8
10
12
14
16
Power
up
Boot
up
Sink
test
Case
damage
Keyboard
damage
Monitor
damaged
Bundled
s/w
included
Type
Quantity

Graphs
• The below graph shows a factory output for
February. This time it shows specific dates which
could be analysed.
0
10
20
30
40
50
60
70
80
90
100
01/02/03
02/02/03
03/02/03
04/02/03
05/02/03
06/02/03
07/02/03
08/02/03
09/02/03
10/02/03
11/02/03
12/02/03
13/02/03
14/02/03
15/02/03
16/02/03
17/02/03
18/02/03
19/02/03
20/02/03
21/02/03
22/02/03
23/02/03
24/02/03
25/02/03
26/02/03
27/02/03
28/02/03
Output %
Average
Feb production output

Graphs
• The graph below shows the major cause for
customer complaint, the use of the pie chart and the
colours enforce the message.
Customer complaints 2007
by qty
20
60
5
15
Product quality
Shipped Late
Shipped early
Shipped wrong goods

Rules for Graphing
• Use Clear titles an indicate when the data was
collected
• Ensure the scales are clear, understandable
and represent the data accurately.
• When possible use symbols for extra data.
• Always keep in mind the reason why the graph
is being used.

Exercise Graphs
• You are the marketing director of XZY automotive, a new
Scottish company. You have organised a local survey to rate
your car against other small cars.
• 30 people were polled and the results are shown below.
• Xzy, ka, Clio, Clio, ka, fiesta, xzy, ka, 206, xzy, fiesta, fiesta, xzy,
polo, fiesta, 206, 206, polo, 206, fiesta, fiesta, fiesta, polo, xzy,
polo, fiesta, xzy, xzy, ka, xzy.
• You recognise the power that graphs produce. And you have
decided to Graph the results as part of you marketing drive.
Explain your choice of graph.

What is a Histogram?
• The Histogram is a graphical representation of
data that is a dimensional measurement of
one feature.

• This is the computer defect data set totalled up and
shown graphically, but is it a histogram?
Defects
0
2
4
6
8
10
12
14
16
Power
up
Sink
test
Keyboard
damage
Bundled
s/w
included
Type
Quantity
Checks/only record failures Total
Power up 4
Boot up 15
Sink test 5
Case damage 4
Keyboard damage 0
Monitor damaged 3
Bundled s/w included 7

• The answer to the previous question is NO
• The Histogram is a graphical representation of
data that, is a dimensional measurement
of one feature.

When is a Histogram Used?
• To look at one particular set of results
• To check for patterns in a process
• To examine large amounts of data

Histograms
• The following data was collected when measuring the bow
(warp) of a plastic component. The specification is 0 to 8 x10-3
mm.
• At a glance this tells you very little, but it can be plotted as a
histogram because we have quantities data with target limits.
Bow measurements
2 5 8 8 2
4 6 6 6 4
4 7 6 6 4
8 7 7 5 9

0
1
2
3
4
5
6
Thou
Frequency
Histograms
Bin Frequency
0 0
1 0
2 2
3 0
4 4
5 2
6 5
7 3
8 3
9 1
More 0

Exercise
• Sort the following data into appropriate sets,
then plot them.
• The limits are 3 volts ± 0.1
• What can you deduce from this?

Exercise
3.00 2.80 2.85 2.80 2.85
3.00 2.80 2.75 2.65 2.90
2.80 2.85 2.90 2.95 2.85
2.85 2.90 2.85 3.00 2.90
2.85 3.05 2.95 3.05 2.95
2.85 2.95 3.00 2.80 2.85
2.90 2.70 2.85 2.85 2.90
2.90 2.90 2.80 2.85 2.85
2.85 3.00 2.85 2.85 2.75
2.80 2.90 3.05 2.85 2.85

7. Pareto Analysis
Arranging data acc to its defects and
causes
80% of defects from 20% of causes –
vital few
Remaining % of defects from various
causes – trivial many/useful many

Pareto
What is Pareto Analysis?
• Pareto analysis is a method for prioritising
data.
• It consists of a Bar Chart displayed either in
order of frequency or relative cost.

Pareto
Example:
The information to be represented on a Pareto diagram should already
have been collected in some sort of record.
Houshold repairs over the last 10 years
Problem frequency
Cost £ per
occurance
Total cost
£
Light bulb fails 100 0.6 60
Broken central heating
pump 1 190 190
Broken window 2 50 100
Leaking taps 16 2.5 40
Faulty central heating
boiler 1 3000 3000
Leaking radiators 3 15 45

Pareto
Pareto Chart
The data are then displayed graphically. Firstly in terms of
frequency.....
House repairs 1998-2008
0
20
40
60
80
100
120
Light
bulb
fails
Leaking
taps
Leakiung
radiators
Broken
window
Broken
central
heating
Faulty
central
heating
Fault
Occurance
frequency
Cum %

Pareto
... and then by cost.
House repairs 1998-2008 Total cost £
0
500
1000
1500
2000
2500
3000
3500
Faulty
central
heating
boiler
Broken
central
heating
pump
Broken
window
Light
bulb fails
Leakiung
radiators
Leaking
taps
Total cost £

Exercise Pareto
Plot the following data as a Pareto chart
Model XYZC217 Batch number
Checks/only record failures 1 2 3 4 5 6 7 8 9 10
Power up
1 2 1
Boot up
6 4 2 1 2
Sink test
2 1 1 1
Case damage
1 1 2
Keyboard damage
Monitor damaged
1 2
Bundled s/w included
3 1 3
Checked by
pj am jj [j lm lm rm pj am pj

The New Seven
Q.C. Tools
A Training Presentation on the N7
By Christopher Diaz

What are the
New Seven Q.C. Tools
Affinity Diagrams
 Relations Diagrams
 Tree Diagrams
 Matrix Diagrams
 Arrow Diagrams
 Process Decision Program Charts
 Matrix Data Analysis

History of the
 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
 Developed to organize verbal data
diagrammatically.
 Basic 7 tools effective for data analysis,
process control, and quality improvement
(numerical data)
 Used together increases TQM effectiveness
Slide 2 0f 2

What are the
Basic Seven Q.C. Tools?
Flow Charts
 Run Charts
 Histograms
 Pareto Diagrams
 Cause and Effect Diagrams
 Scatter Diagrams
 Control Charts

Relation Between New Seven Q.C.
Tools and Basic Seven Tools
FACTS
Data
Numerical Data Verbal Data
Organize
The Seven New Tools
Information
The Basic Seven Tools
•Generate Ideas
•Formulate plans
•Analytical approach
Define problem after
collecting numerical data
Define problem before
collecting numerical data
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)

Enhanced Capabilities
 Generate ideas
 Improve planning
 Eliminate errors and omissions
 Explain problems intelligibly
 Secure full cooperation
 Persuade powerfully
Benefits of Incorporating
 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 becomes
obvious to all
Problem is in solvable form
Slide 4 0f 4
The Seven New Tools
Thoughts are
easily organized
Things go well
People understand
problem
Cooperation is
obtained
Countermeasures
are on target
Problem becomes
obvious to all
Nub of problem
is identified
Problem can be
clearly articulated
Plans are
easily laid
Nothing is
omitted

Affinity Diagrams
For Pinpointing the Problem in a Chaotic
Situation 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

Affinity 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

Affinity Diagrams
Advantages of Affinity Diagrams (cont.)
 Fosters team spirit
 Raises everyone’s level of awareness
 Spurs to the group into action
Slide 3 0f 7
Topic
Affinity Statement
Data Card
Data Card
Data Card
Data Card
Affinity Statement
Data Card
Data Card
Data Card
Data Card
Affinity Statement
Data Card
Data Card
Data Card
Affinity Statement
Data Card
Data Card
Data Card
Data Card
Data Card Data Card

Affinity Diagrams
Constructing an Affinity Diagram
Group Method Approach
Slide 4 0f 7
 Select a topic
 Collect verbal data by brainstorming
 Discuss info collected until everyone
understands it thoroughly
 Write each item on separate data card
 Spread out all cards on table

Affinity Diagrams
Group 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 statement
 Make new card with Affinity statement
 Continue to combine until less than 5
groups

Affinity Diagrams
Slide 6 0f 7
 Lay the groups outs, keeping the affinity
clusters together
Next, complete the diagram

Affinity Diagrams
Completing an Affinity Diagram
Slide 7 0f 7
Topic
Affinity Statement
DataCard
Data Card
Data Card
Data Card
Affinity Statement
Data Card
Data Card
Data Card
Data Card
Affinity Statement
Data Card
Data Card
Data Card
Affinity Statement
Data Card
Data Card
Data Card
Data Card
Data Card Data Card

Relations Diagrams
For Finding Solutions Strategies by Clarifying
Relationships 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

Relations Diagrams
Advantages of Relations Diagrams
 Useful at planning stage for obtaining
perspective on overall situation
 Facilitates consensus among team
 Assists to develop and change people’s
thinking
 Enables priorities to be identified accurately
Slide 2 0f 7

Relations Diagrams
Advantages of Relations Diagrams (cont.)
 Makes the problem recognizable by clarifying
the relationships among causes
Slide 3 0f 7
Why doesn’t
X happen?
Primary Cause
Primary Cause
Primary Cause
Primary Cause
Tertiary
Cause
Secondary
Cause
Secondary
Cause
Secondary
Cause
Secondary
Cause
Tertiary
Cause
4th level
Cause
Tertiary
Cause
Tertiary
Cause
4th level
Cause
5th level
Cause
6th level
Cause
Tertiary
Cause
Secondary
Cause

Relations Diagrams
Constructing a Relations Diagram
Slide 4 0f 7
 Express the problem in form of “Why isn’t
something happening?”
 Each member lists 5 causes affecting
problem
 Discuss info collected until everyone
understands it thoroughly
 Write each item on a card

Relations Diagrams
Slide 5 0f 7
 Move cards into similar groups
 Asking why, explore the cause-effect
relationships, and divide the cards into
primary, secondary and tertiary causes
 Connect all cards by these relationships
 Further discuss until all possible causes
have been identified

Relations Diagrams
Slide 6 0f 7
 Connect all related groups
 Review whole diagram looking for
relationships among causes

Tree Diagrams
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 1 0f 5

Tree 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
To
Accomplish
Primary means
Constraints
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

 Discuss means of achieving objective (primary
means, first level strategy)
Tree Diagrams
Constructing a Tree Diagram
Slide 3 0f 5
 Write Relations Diagram topic (Objective card)
 Identify constraints on how objective can
be achieved
 Take each primary mean, write ob-jective
for achieving it (secondary means)

Tree Diagrams
Constructing an Tree Diagram
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

Matrix Diagrams
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 1 0f 7

Matrix 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

Matrix Diagrams
Constructing a Matrix Diagram
Slide 4 0f 7
 Write final-level means from Tree diagram
forming vertical axis
 Write in Evaluation categories (efficacy,
practicability, and rank) on horizontal axis.
 Write names along horizontal axis
 Examine final-level means to identify whom
will implement them

Matrix Diagrams
Constructing a Matrix Diagram (cont.)
Slide 5 0f 7
 Label group of columns as “Responsibilities”
 Label right-hand end of horizontal axis as
“Remarks”
 Examine each cell and insert the
appropriate symbol:
Efficacy: O=good, =satisfactory, X=none
Practicability: O=good,=satisfactory, X=none

Matrix Diagrams
Constructing a Matrix Diagram (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

Arrow 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

Arrow Diagrams
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
 Improves communication among team
Slide 2 0f 7

Arrow Diagrams
Constructing an Arrow Diagram
Slide 4 0f 7
 From strategies on Tree diagram, select one
(Objective of Arrow Diagram)
 Identify constraints to Objective
 Write all essential activities on separate
cards
 List all activities necessary to achieving
Objective

Arrow Diagrams
Constructing an Arrow Diagram (cont.)
Slide 5 0f 7
 Organize cards in sequential order of
activities
 Remove any duplicate activities
 Review order of activities, find sequence
with greatest amount of activities
 Arrange parallel activities

Arrow Diagrams
Constructing an Arrow Diagram (cont.)
Slide 6 0f 7
 Record names and other necessary
information
 Examine path, number nodes in sequence
from left to right

Process Decisions Program
Charts
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

Advantages of Process Decisions Program Charts
(PDPC’s)
 Facilitates forecasting
 Uses past to anticipate contingencies
 Enables problems to pinpointed
 Illustrates how events will be directed to
successful conclusion
 Enables those involved to understand
decision-makers intentions
Slide 2 0f 7
Charts

Advantages of PDPC’s (cont.)
 Fosters cooperation and communication in
group
 Easily modified and easily understood
Slide 3 0f 7
Charts
Start
GOAL
YES
YES
NO
NO
NO
NO
NO
YES
NO
NO

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)
Charts
 List activities to reach goal and potential
problems with each activity

Constructing an PDPC (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
Charts

Constructing an PDPC (cont.)
Slide 6 0f 7
 Examine to make sure all contingency plans
are adequate
Charts

Matrix 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 large amount of
information
Slide 1 0f 6

Advantages 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
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 (cont.)
Slide 4 0f 6
 Rank order each option with respect to
criterion (Average the rankings and apply a completed
ranking)
 Multiply weight by associated rank in
Matrix (in example, 4 is best, 1 is worst)
 Result is Importance Score
 Add up Importance Scores for each option

Constructing a Prioritization Grid (cont.)
Slide 5 0f 6
See completed the diagram
 Rank order the alternatives according to
importance

Review
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
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

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.)

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

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

Six Sigma
Set of tools and
techniques for process
improvement

Six Sigma
• Greek Letter represent Standard Deviation in statistics
• Bill Smith - Motorola 1987, manufacturing division
• Jack Welch– GE – 1995 - products
• Techniques – improve the capability and reduce defects
• Perfection
• It allows 3.4 defects/million (99.99% accuracy)
• Defects can be from faulty part to incoorect customer
bill.

Benefits of Six Sigma
Improve the process
Decrease the variation
Maintain consistent quality
Increase in profit, product quality
Customer satisfaction
Organization growth

Concept
Quality Level Meaning
One sigma 6,90,000 defects
Two sigma 3,08,000 defects
Three sigma 66,800 defects
Four sigma 6,210 defects
Five sigma 230 defects
Six sigma 3.4 defects

RDMAICI
Recognize
Define
Measure
Analyze
Improve
Control
Integrate
SWOT
Goals
Set
Difference
Tools
Monitor
Communicate

Implementation Role
• Quality/Apex Council
• Sponsor/Champion
• Master Black Belt
• Black Belt
• Green Belt
• Team Members

Example
• Call Centre
• Medical & Insurance
• Service Sector

Benchmarking - 1979
Xerox – a photocopy company

• Internal
• Industry
• Competitive
• Relationship
• Best in class

FMEA
FAILURE MODE AND EFFECT
ANALYSIS

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