This document introduces the seven new quality tools: affinity diagrams, interrelationship diagrams, tree diagrams, matrix diagrams, matrix data analysis, process decision program charts, and arrow diagrams. These tools organize and display information visually to structure group work, explore relationships between ideas, plan projects, and facilitate non-linear thinking. Examples of each tool are provided and explained.
[Note: To download this poster, visit:
https://www.oeconsulting.com.sg/training-presentations]
The poster depicts the 8 steps of Focused Improvement (Kobetsu Kaizen).
By John Shook of Lean Enterprise Institute and David Brunt of Lean Enterprise Academy shown at the Lean Summit 2011 - Solving Business Problems on 10/11 November 2011
[Note: To download this poster, visit:
https://www.oeconsulting.com.sg/training-presentations]
The poster depicts the 8 steps of Focused Improvement (Kobetsu Kaizen).
By John Shook of Lean Enterprise Institute and David Brunt of Lean Enterprise Academy shown at the Lean Summit 2011 - Solving Business Problems on 10/11 November 2011
The seven quality tools for problems solving. A practical guide on implementation and usage within the industrial process.
The presentation content:
1. Brainstorming
2. Case Study: Brainstorming the Causes of a Defective Capacitor
3. Fault-Tree Analysis + Example
4. Cause and Effect Diagram (5Whys)
5. Pareto Analysis & Pareto Diagram
6. Case Study.1: Tackling Defects in the Polyurethane Foam Cushions
7. Case Study.2: Tackling the Reasons of Low Productivity and Eliminate the Root Causes
8. Process Flow Chart & Process Mapping
9. Case Study.1: Improving the Process of Manufacturing a Die-Cut Envelopes
10. Case Study.2: Improving the Planned Maintenance Process
11. Implementation of 5S and Other Improvement Methodologies
12. Continuous Improvement Cycle
13. Cost of Quality
14. Toyota Recalls
The A3 Report poster describes the A3 problem solving process from problem identification to resolution in a fashion that fosters learning, collaboration, and personal development.
The poster comes in four themes: light, dark, color and monochrome. Formatted in PDF and in editable PPTX, the poster can be easily printed on an A3-sized paper from an office copier machine and displayed on employee workstations, or distributed together with your workshop handouts.
The A3 Report poster complements your A3 Problem Solving training presentation materials. It serves as a takeaway and summary of your process improvement presentation.
The A3 problem solving process structure includes eight elements:
1. Theme - Concise statement of what this A3 report is about.
2. Background - Relevant historical data and information.
3. Current Condition - Detailed description of the current situation (e.g. process flow, trend chart, Pareto analysis, gap identification and problem statement).
4. Goal Statement - Specific goal to address the gap or future state from the current state.
5. Analysis - Depiction of analytical techniques to uncover the root causes of the problem or factors that affect the problem in the current state.
6. Countermeasures - A summary of who will do what by when in order to resolve the problem situation or achieve the future state.
7. Check Results - Quantitative comparison of actual results versus your goal.
8. Follow Up - Summary of follow up action items (e.g. lessons learned, communication to other parties, training, standardization, or other areas).
Chapter 1
1.1 Introduction 5
1.2 Definitions of quality 6
1.2.1 Traditional and Taguchi definition of Quality 7
1.3 Taguchi’s quality philosophy 8
1.4 Objective of Taguchi Methods 10
1.5 8-Steps in Taguchi Methodology 10
Chapter 2 (Loss Function)
2.1 Taguchi Loss Function 11
2.2 Variation of Quadratic Loss function 17 Chapter 3 (Analysis of Variation)
3.1 Understanding Variation 19
3.2 What is ANOVA 19
3.2.1 No Way ANOVA 19
3.2. 1.1 Degree of Freedom 20
3.2.2 One Way ANOVA 24
3.2.3 Two Way ANOVA 30
3.3 Example of ANOVA 36
Chapter 4 (Orthogonal Array)
4.1 What is Array 46
4.2 History of Array 46
4.3 Introduction of Orthogonal Array 47
4.3.1 Intersecting many factor- A case study 49
4.3.1.1 Example of Orthogonal Array 50
4.3.2 A Full factorial Experiment 58
4.4 Steps in developing Orthogonal Array 60
4.4.1 Selection of factors and/or interactions to be evaluated 60
4.4.2 Selection of number of levels for the factors 60
4.4.3 Selection of the appropriate OA 62
4.4.4 Assignment of factors and/or interactions to columns 63
4.4.5 Conduct tests 65
4.4.6 Analyze results 66
4.4.7 Confirmation experiment 69
4.5 Example Experimental Procedure
Some key points if you are looking to lower costs and increase productivity. This presentation was meant to be a short one hour overview of Process Improvement.
What is MSA .
1. Why we Need MSA
2. How to use data.
3.Measurement Error Sources of Variation
• Precision (Resolution, Repeat ability, Reproducibility)
•Accuracy (Bias, Stability, Linearity)
4.What is Gage R&R?
5.Explain MSA Sheet
Interrelationship digraph is another important tool out of New 7 Quality Tools. It helps to clarify the interrelationship of many factors of a complex situation. It identifies key drivers and the key outcomes.
How to Reduce Changeover Time and Increase ThroughputOH!Manufacturing
Whether choosing iPhones, detergent bottles, industrial motors, or even bread, customers these days want more options than ever before. Marketing and product development departments recognize this and are pushing for more variety and more customization.
DMAIC, which stands for Define, Measure, Analyze, Improve and Control, has provided a structure for process improvement for almost four decades. It’s an easy-to-follow five-step method that works in any industry and on any process. Tune in to this 1-hour Introductory webinar to get a primer on this how this handy model can help you in your quest to improve the world around you.
https://goleansixsigma.com/webinar-introduction-dmaic/
TQM - BPR - Ref from Tqm Session-08 Business-Process-ReengineeringBeta-Research.org
TQM and BPR - Total Quality Management and Business Process Reengineering are 2 approaches in better restructuring, modernization and transformation. It covers an overarching schema from corporate company strategy to the tiny process for the purpose of achieving a better financial and value performance.
The seven quality tools for problems solving. A practical guide on implementation and usage within the industrial process.
The presentation content:
1. Brainstorming
2. Case Study: Brainstorming the Causes of a Defective Capacitor
3. Fault-Tree Analysis + Example
4. Cause and Effect Diagram (5Whys)
5. Pareto Analysis & Pareto Diagram
6. Case Study.1: Tackling Defects in the Polyurethane Foam Cushions
7. Case Study.2: Tackling the Reasons of Low Productivity and Eliminate the Root Causes
8. Process Flow Chart & Process Mapping
9. Case Study.1: Improving the Process of Manufacturing a Die-Cut Envelopes
10. Case Study.2: Improving the Planned Maintenance Process
11. Implementation of 5S and Other Improvement Methodologies
12. Continuous Improvement Cycle
13. Cost of Quality
14. Toyota Recalls
The A3 Report poster describes the A3 problem solving process from problem identification to resolution in a fashion that fosters learning, collaboration, and personal development.
The poster comes in four themes: light, dark, color and monochrome. Formatted in PDF and in editable PPTX, the poster can be easily printed on an A3-sized paper from an office copier machine and displayed on employee workstations, or distributed together with your workshop handouts.
The A3 Report poster complements your A3 Problem Solving training presentation materials. It serves as a takeaway and summary of your process improvement presentation.
The A3 problem solving process structure includes eight elements:
1. Theme - Concise statement of what this A3 report is about.
2. Background - Relevant historical data and information.
3. Current Condition - Detailed description of the current situation (e.g. process flow, trend chart, Pareto analysis, gap identification and problem statement).
4. Goal Statement - Specific goal to address the gap or future state from the current state.
5. Analysis - Depiction of analytical techniques to uncover the root causes of the problem or factors that affect the problem in the current state.
6. Countermeasures - A summary of who will do what by when in order to resolve the problem situation or achieve the future state.
7. Check Results - Quantitative comparison of actual results versus your goal.
8. Follow Up - Summary of follow up action items (e.g. lessons learned, communication to other parties, training, standardization, or other areas).
Chapter 1
1.1 Introduction 5
1.2 Definitions of quality 6
1.2.1 Traditional and Taguchi definition of Quality 7
1.3 Taguchi’s quality philosophy 8
1.4 Objective of Taguchi Methods 10
1.5 8-Steps in Taguchi Methodology 10
Chapter 2 (Loss Function)
2.1 Taguchi Loss Function 11
2.2 Variation of Quadratic Loss function 17 Chapter 3 (Analysis of Variation)
3.1 Understanding Variation 19
3.2 What is ANOVA 19
3.2.1 No Way ANOVA 19
3.2. 1.1 Degree of Freedom 20
3.2.2 One Way ANOVA 24
3.2.3 Two Way ANOVA 30
3.3 Example of ANOVA 36
Chapter 4 (Orthogonal Array)
4.1 What is Array 46
4.2 History of Array 46
4.3 Introduction of Orthogonal Array 47
4.3.1 Intersecting many factor- A case study 49
4.3.1.1 Example of Orthogonal Array 50
4.3.2 A Full factorial Experiment 58
4.4 Steps in developing Orthogonal Array 60
4.4.1 Selection of factors and/or interactions to be evaluated 60
4.4.2 Selection of number of levels for the factors 60
4.4.3 Selection of the appropriate OA 62
4.4.4 Assignment of factors and/or interactions to columns 63
4.4.5 Conduct tests 65
4.4.6 Analyze results 66
4.4.7 Confirmation experiment 69
4.5 Example Experimental Procedure
Some key points if you are looking to lower costs and increase productivity. This presentation was meant to be a short one hour overview of Process Improvement.
What is MSA .
1. Why we Need MSA
2. How to use data.
3.Measurement Error Sources of Variation
• Precision (Resolution, Repeat ability, Reproducibility)
•Accuracy (Bias, Stability, Linearity)
4.What is Gage R&R?
5.Explain MSA Sheet
Interrelationship digraph is another important tool out of New 7 Quality Tools. It helps to clarify the interrelationship of many factors of a complex situation. It identifies key drivers and the key outcomes.
How to Reduce Changeover Time and Increase ThroughputOH!Manufacturing
Whether choosing iPhones, detergent bottles, industrial motors, or even bread, customers these days want more options than ever before. Marketing and product development departments recognize this and are pushing for more variety and more customization.
DMAIC, which stands for Define, Measure, Analyze, Improve and Control, has provided a structure for process improvement for almost four decades. It’s an easy-to-follow five-step method that works in any industry and on any process. Tune in to this 1-hour Introductory webinar to get a primer on this how this handy model can help you in your quest to improve the world around you.
https://goleansixsigma.com/webinar-introduction-dmaic/
TQM - BPR - Ref from Tqm Session-08 Business-Process-ReengineeringBeta-Research.org
TQM and BPR - Total Quality Management and Business Process Reengineering are 2 approaches in better restructuring, modernization and transformation. It covers an overarching schema from corporate company strategy to the tiny process for the purpose of achieving a better financial and value performance.
Most traditional projects capture the majority of their lessons learned at the end of the project. The intent behind capturing these lessons is to allow the organization to apply them to future projects with a similar business or technical domain, or to projects that have similar team dynamics.
This approach, frankly, is too little, too late. We need to apply the benefits of learning as we go—on our current project, and as soon as possible.
Agile projects schedule continuous improvement activities into the plan as part of the methodology. The agile approach to lessons learned is deliberate and frequent, and it helps ensure that the team regularly considers adaptation and improvement to the point where it becomes habitual and part of their normal way of working.
We will look at the T&T and K&S that are part of this “Learn” step:
Retrospectives
Knowledge Sharing
Process Tailoring
Principles of Systems Thinking (Complex, Adaptive, Chaos)
Process Analysis
Continuous Improvement Processes
Self Assessment
This presentation is a collection of 24 useful tools for problem solving. It includes the basic and advanced QC tools and are applicable to all types of industries.
Simply presented using a 'Purpose', 'When To Use' and 'Procedure' format, these tools can be applied to add greater breadth and depth to your PDCA, DMAIC, or 8D, etc. problem solving projects.
The tools include the following:
1. Flow Chart
2. Brainstorming
3. Gantt Chart
4. Stratification
5. Check Sheet
6. Bar Chart
7. Waterfall Chart
8. Line Graph
9. Pie Chart
10. Belt Graph
11. Radar Chart
12. Control Chart
13. Pareto Chart
14. Cause & Effect Diagram
15. 5 Whys
16. Histogram
17. Scatter Diagram
18. Affinity Diagram
19. Relations Diagram
20. Tree Diagram
21. Matrix Diagram
22. Matrix Data Analysis Chart
23. Arrow Diagram
24. Process Decision Program Chart
Operational Management Problem Solving Techniques which must be practiced in Industry for any problem solving.
Ahsan Saleem
Assistant Manager
Honda Atlas Cars Pakistan Ltd.
+92-301-4872771
Issues with communication are commonly stressed as one of pain points in project teams. We often react trying to formalize communication setting a lot of rules and expecting it would solve the problem. Unfortunately it doesn't really work.
It because the real reason isn't lack of will to share information among a project team but burden attached to it. If we were able to make communication easy and nonintrusive for both those who share and those who receive information it would be a great tool to improve information flow and, as a result, organization as well.
And this is where visual management comes to the rescue. A set of simple tools: whiteboard, markers and a set of sticky notes can help to solve many of communication issues we face. What more flexibility and cost of such simple means is no match for any software, which makes them a perfect investment. Are you ready to pass on such a powerful tool?
The presentation will show a set of different real-life problems pointing how visual management can help in solving them. The session will also describe why and when the method works successfully.
Visual elements in a workplace have a tremendous impact on education, morale, and productivity.
A visually dynamic workplace energizes employees, builds pride and ownership, and conveys the strength and currency of the organization.
Visual control are means, devices, or mechanisms that were designed to manage or control our operations (processes) so as to meet the following purposes:
Make the problems, abnormalities, or deviation from standards visible to everyone and thus corrective action can be taken immediately (Identification).
Display the operating or progress status in a easy to see format (Informative).
Provide instruction (Instructional).
Helps formulate and proliferate plans (Planning).
organizes a large number of ideas into their natural relationships, shows cause-and-effect relationships and helps you analyze the natural links between different aspects of a complex situation.
Continuous Improvement Posters for LearningCIToolkit
The intention of this section is to provide all the continuous improvement tools in a poster format that is easy to print and share. These posters are great tools for training, sharing and posting, and can also be distributed as hand-outs during continuous improvement workshops.
BA is used to gain insights that inform business decisions and can be used to automate and optimize business processes. Data-driven companies treat their data as a corporate asset and leverage it for a competitive advantage. Successful business analytics depends on data quality, skilled analysts who understand the technologies and the business, and an organizational commitment to data-driven decision-making.
Business analytics examples
Business analytics techniques break down into two main areas. The first is basic business intelligence. This involves examining historical data to get a sense of how a business department, team or staff member performed over a particular time. This is a mature practice that most enterprises are fairly accomplished at using.
DAT 520 Final Project Guidelines and Rubric Overview .docxsimonithomas47935
DAT 520 Final Project Guidelines and Rubric
Overview
You must complete a decision analysis research project as your final project for this course. Your research project will focus on a real-world topic of your choice,
as approved by your instructor. You will pick a topic from the list provided or with approval from your instructor, and create a data analysis plan and decision
tree model based on a real-world scenario. This assessment will provide you with the opportunity to employ highly valued decision support skills and concepts
for data within a real-world context. You can use the Final Project Notes document, found in the Assignment Guidelines and Rubrics section of the course.
The project is divided into three milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final
submissions. These milestones will be submitted in Modules Two, Five, and Seven. The final submission will occur in Module Nine.
This project will address the following course outcomes:
Appraise data in context according to industry-standard methods and techniques for its utility in supporting decision making
Determine suitable data manipulation and modeling methods for decision support
Articulate data frameworks for organizational decision support by applying data manipulation, modeling, and management concepts
Evaluate the ethical issues surrounding organizational use of decision-oriented data based on industry standards and one’s personal ethical criteria
Create and assess the agility of solutions through application of data-mining procedures for decision support in various industries
Prompt
Your decision analysis model and report should answer the following prompt: How does your model and evaluation resolve uncertainty in making a decision? In
order to produce your analytic report, you will need to choose and investigate a data set using the decision analysis techniques you learned in class. Then you
will formulate a research question, write an analytic plan, and implement it. Your report should not solely consist of descriptions of what you did. It should also
contain detailed explorations into the meaning behind your model and the implications of its results. You will also be testing your model’s fitness and evaluating
its strengths and weaknesses.
The project in a nutshell:
1. Choose a data set (get ideas from the source list in the spreadsheet Final Project Topics and Sources.xls)
2. Formulate your decision analysis research question
3. Write an analytic plan
4. Perform the top-down or bottom-up modeling
5. Perform model diagnostics
6. Evaluate
These activities are broken up into milestones so that the work is spread throughout the term and you can get early assistance with any obstacles.
A decision analysis report is similar to any other analytic report. These reports introduce a problem, state a line of inquiry, explain a model th.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
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Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
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The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
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The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
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The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
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new quality tools
1. New Quality Tools
Douglas M. Stewart, Ph.D.
The Anderson Schools of Management
University of New Mexico
2. The Seven New Quality Tools
• Affinity Diagrams
• Interrelationship Diagrams
• Tree Diagrams
• Matrix Diagrams
• Matrix Data Analysis
• Process Decision Program Charts
• Arrow Diagrams
3. Relations to “Old” Tools
• Similarities:
– Both are graphics rather than language based
• Whole first, then elements analyzed
• Universal understanding (pictures)
• Differences:
– New tools are more relational and network
oriented
– New tools may take more practice to develop
proficiency
• They can and should be used together
4. Affinity Diagrams
• Organizes a large amount of verbal data related
to a broad problem or subject
– Ideas, opinions, facts
• Usage example: Establishing a new QC policy
• Steps:
– Gather a large number of ideas
– Put individual ideas on cards or sticky notes
– As a team, group the ideas according to natural
“affinity” or relationship to each other
– These natural groups become “strategic factors”
5. Affinity Diagram Example
Your team has been brainstorming to develop a list
of ideas to incorporate into the vision. They have
come up with the following list. Develop an affinity
diagram and name each strategic factor.
•Low product maintenance
•Satisfied employees
•Courteous order entry
•Low prices
•Quick delivery
•Growth in shareholder value
•Teamwork
•Responsive technical support
•Personal employee growth
•Low production costs
•Innovative product features
•High return on investment
•Constant technology
innovation
•High quality
•Motivated employees
•Unique products
•Small, lightweight designs
7. Interrelationship Diagrams
• Identifies and explores causal relationships among
related concepts or ideas. Can address problems with a
complex network of causes and effects.
– Identifies key drivers and bottlenecks
• Usage examples: design steps to counter market
complaints, or reform administrative departments
• Steps:
– Write each concept or idea on a piece of paper in a circular
pattern (allow room between concepts)
– Number them to make comparison process easier to track
– Use pairwise comparisons (1-2, 1-3, 1-4…2-3, 2,4…3,4)
• If there is a relationship draw arrow to effect
• If there is no relationship leave blank
• The can be no 2-way relationships
8. Interrelationship Diagrams Cont.
• Steps (Cont.)
– Analyze the diagram
• Count the arrows (# out - # in)
– Highest out are primary drivers
» Resources here can produce pronounced change
– Lowest are key bottlenecks
» Affected by many other options
» May be inhibiting other options from proceeding as
required
• Highlight primary drivers and key bottlenecks
• Note: examine only cause and effect
relationships. Likely will have arrows on only
50% of relationships.
9. Interrelationship Diagram Example
• Use the strategic factors derived from your
affinity diagram to develop an interrelationship
diagram. If you were unsuccessful in developing
your own strategic factors use the following:
– Customer Value
– Work Environment
– Customer Service
– ROI
– Technology
– Product Innovation
11. Tree Diagrams
• Expands a purpose into the tasks required
to accomplish it.
• Usage examples: deploy a quality plan, or
develop objectives, policies and
implementation steps.
12. Tree Diagrams (cont.)
• Steps:
– Work from left to right
– Start with the purpose to be accomplished
– Generate the high level targets or goals that must be completed
to accomplish the purpose
– Link each goal to the purpose (these are the first branches of the
tree)
– Expand on each target to identify and define subordinate tasks
to accomplish each target
– Link each to their target
– Continue expansion process until final level is implementable.
– Review logic of completed tree (perhaps with larger group)
13. Tree Diagram Example
• Refer to the key strategic factors (primary driver or key
bottleneck) identified from your interrelationship diagram
– this will be your purpose. Refer to ideas associated
with that factor on your affinity diagram – these will be
your primary target or goals. Develop a tree diagram
including this information, and expand it into several
next level strategies to meet these targets.
• If you are unable to gather the required information, use
“Customer Service” as your purpose, and “improving the
order entry process”, “reducing delivery time” and
“improving technical support” as your primary goals.
15. Matrix Diagrams
• S.M.A.R.T. Plan Matrices
– Technique for structuring the task details when planning the
implementation of a project.
– May use the final output of a tree diagram
– For each implementable task:
• Specific (activity or task)
• Measurable (outcome or process)
• Assignment (who will perform)
• Resources (what is needed)
• Time (anticipated duration)
• Predecessors (what must must be done first)
– Consensus should be reached among all parties on the SMART
matrix
• Correlation Matrices
– Shows the relationship between one list of variables and another.
Relationships are usually based on experience.
– Such a matrix forms the body of a “house of quality”
17. Matrix Diagram S.M.A.R.T. Plan Example
Specific Measurable Assignment Resources Time
(Weeks)
Predecessors
A Evaluate
Needs
Deliverable Steve 8 hours 1 -
B Schedule
Training
Deliverable Doug 4 hours 1 -
C Evaluate
Software
Deliverable Morgan 10 hrs,
copies of
software
2 A
D Training
Materials
Deliverable Doug 20 hrs,
software
manuals
3 C
E Purchase Deliverable Ted 2 hours 2 C
F Install # systems Ted 50 hours 2 E
G Train
Users
# trained Doug 20 hours 1 B, D, F
18. Matrix Data Analysis
• Arranges a large array of numbers so that they
may be visualized and comprehended easily
• Usage example: evaluate the desired quality level
from the results of a market survey
• Steps:
– Begin with numerical matrix relating goals or
requirements to actions or performance
– Assign weights to each goal or requirement
• Subjective
• Objective (principle component analysis)
– Calculate weighted importance of actions or
performance level
19. Matrix Data Analysis Example
Requirement Importance
Weight
Best
Competitor
Evaluation
Own
Evaluation
Weighted
Gap
Price .2 6 7
Speed of
Delivery
.3 7 6
Reliability .4 5 6
Customizability .1 8 7
20. Process Decision Program Charts
• Maps out all contingencies when moving from
statement of purpose to its realization
• Usage example: establishing an implementation
plan for improvement project
• Steps:
– Another form of a tree diagram
– First level: purpose
– Second level: activities to be undertaken
– Third level: steps in these activities
– Fourth level: what ifs? (contingencies)
– Fifth level: countermeasures (contingency plans)
21. Process Decision Program Chart Example
• Choose one of the strategies that you
came up with in your tree diagram.
Expand on the actions necessary to
implement this strategy. Select one action
and expand on the necessary steps.
Continue expanding along a single branch
until you can develop at least one
contingency and possible
countermeasure.
22. Arrow Diagrams
• Also utilized by PERT and CPM, establishes the most
suitable daily plan. It is a network of lines that connects
all of the elements related to plan execution.
• Steps: (working on the nodes)
– All of your activities that have no predecessors can be placed
along the left of the page
– Activities that immediately follow are drawn to the right of the first
activities
– Arrows are drawn from each activity to all those activities that
immediately follow that activity
– Continue adding activities until the process is finished
– Time estimates can be easily added to schedule and control the
project
24. Summarizing Remarks
• The Seven New Tools
– Display information in intuitively helpful ways
– Structure group work and discussion
– Promote non-linear thinking
– Can become quite sophisticated
– Can be used with the “old” tools
Editor's Notes
Strategic Factors: E.g. Customer Value, ROI, Work Environment, Technology, Customer Service, Product Innovation.
