3. Agenda
â˘History of M.P. Tools
â˘Management tools
â˘Affinity Diagram
â˘Activity Network Diagram
â˘Process Decision Program Chart
â˘Interrelationship Diagram
4. History
⢠Operations Research work done after World War II
⢠The Japanese Total Quality Control (TQC) research
⢠Japanese Union of Scientists and Engineers (JUSE)
Promote Innovation
Communicate Information
Successfully Plan Major Projects
7. âUse the affinity diagram when facts or thoughts are
uncertain and need to be organized, when preexisting
ideas or paradigms need to be overcome, when ideas
need to be clarified, and when unity within a team needs
to be created.â
Kaoru Ishikawa
Japanese Organizational Theorist
(Invented cause-and âeffect diagram)
Professor
Faculty of Engineering
The University of Tokyo
11. 1) Identify all activities and relationships among
them.
2) Sketch the diagram.
3) Estimate the times for each activity, or node, in
the diagram
4) Determine the critical path, the longest path
from the beginning to the end of the project
5) Evaluate the diagram for milestones and target
dates in the overall project.
Implementation of Activity Network Diagram
12. 1) The most likely time. (L)
2) The most optimistic time. (O)
3) The most pessimistic time. (P)
Expected Time = (O + 4*L + P) / 6
Limits of Expected Variation = ( P â O )
/ 6
For Evaluation of network
diagrams:
13. Scenario:
Home Construction
Work Average time Optimistic
time
Pessimistic
time
Excavate 5 days 4 days 7 days
Foundation 2 days 2 days 3 days
Frame 12 days 10 days 14 days
Electrical 9 days 8 days 10 days
Roof 5 days 5 days 5 days
Masonry 8 days 8 days 8 days
Interior 10 days 8 days 11 days
Exterior 7 days 7 days 8 days
Landscape 5 days 4 days 6 days
14. 5 122 5
9
8
57
10
Most Likely Time : 5 + 2 + 12 + 9 + 10 + 7 + 5 = 50 days
Optimistic Time : 4 + 2 + 10 + 8 + 8 + 7 + 4 = 43 days
Pessimistic Time : 7 + 3+ 14 + 10 + 11 + 8 + 6 = 59 days
Expected Time : ( 43 + 59 + 4*50 ) / 6 = 50.3 days
Limits of Expected Variation : ( 59 â 43 ) / 6 = 2.7 days
For the critical path, we can
expect the project to take from
47.6 days to 53.0 days
16. 1) Identifying what can go
wrong
(failure mode or risks).
2) Consequences of that
failure
(effect or consequence)
3) Possible countermeasures
(risk mitigation action plan)
Implementation of PDPC
19. 1.Develop the problem
statement.
2.Develop issues related to the
problem
3.Arrange the issues in a
circle
4.Identify cause-and-effect
Implementation of Interrelationship
Diagram