New Seven Quality Control (QC) Tools

1. Unit: 1 Lecture: 4
Dr. Jayanta Kr. Mahato
Associate Professor
Mechanical Engineering Dept.
Shobhit University, Meerut
New Seven Quality
Control (QC) Tools

2.  Committee of Union of Japanese Scientists and Engineers (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
 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

3. ❶ Flow Charts
❷ Run Charts
❸ Histograms
❹ Pareto Diagrams
❺ Cause and Effect Diagrams
❻ Scatter Diagrams
❼ Control Charts

4. ❶ Affinity Diagrams
❷ Relations Diagrams
❸ Tree Diagrams
❹ Matrix Diagrams
❺ Arrow Diagrams
❻ Process Decision Program Charts
❼ Matrix Data Analysis

5. 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

6. Enhanced Capabilities
❶ Organize verbal data
❷ Generate ideas
❸ Improve planning
❹ Eliminate errors and omissions
❺ Explain problems intelligibly
❻ Secure full cooperation
❼ Influence powerfully

7. Enhanced Keys to Organizational Reform
❶ Assess situations from various angles
❷ Clarify the desired situation
❸ Prioritize tasks effectively
❹ Proceed systematically
❺ Anticipate future events
❻ Change proactively
❼ Get things right the first time

8. Five Objectives of Organizational Reform which will
establish a Culture that:
❶Identifies problems
❷Gives importance to planning
❸Stresses the importance of the process
❹Prioritizes tasks
❺Encourages everyone to think systematically

9. Unstructured Problem [must be put into solvable form]
Problem becomes
obvious to all
Problem is in solvable form
The Seven New Tools
Problem is mapped
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
Source: N ayatani, Y., The Seven N ew QC TooLS (Tokyo, Japan, 3A Corporation, 1984)

10. 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.

11. 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
➲ Fosters team spirit
➲ Raises everyone’s level of awareness
➲ Spurs to the group into action

12. Constructing an Affinity Diagram (Group Method Approach)
 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
 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
 Lay the groups outs, keeping the affinity clusters together.
 Next, complete the diagram

13. Completing an Affinity Diagram
Affinity Statement
Data Card
Data Card
Data Card
Data Card
Topic
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

15. 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
 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
 Makes the problem recognizable by
 clarifying the relationships among causes

16. Why doesn’t
X happen?
Primary Cause
Primary Cause
Primary Cause
Tertiary
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
Primary Cause
Secondary
Cause

17. Constructing a Relations Diagram (Group Method Approach)
❶Express the problem in form of “Why isn’t something happening?”
❷Each member lists 5 causes affecting problem
❸Write each item on a card
❹Discuss info collected until everyone understands it thoroughly
❺Move cards into similar groups
❻Asking why, explore the cause-effect relationships, and divide the cards
into primary, secondary and tertiary causes
❼Connect all cards by these relationships
❽Further discuss until all possible causes have been identified
❾Review whole diagram looking for relationships among causes
❿Connect all related groups. Next, complete the diagram

18. Why doesn’t
X happen?
Primary Cause
Primary Cause
Primary Cause
Primary Cause
Completing a Relations Diagram
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
Tertiary

19. 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
Advantages of Tree Diagrams
➲ Systematic and logical approach is less likely that items are
omitted
➲ Facilitates agreement among team
➲ Are extremely convincing with strategies

20. Constructing a Tree Diagram (Group Method Approach)
 Write Relations Diagram topic (Objective card)
 Identify constraints on how objective can be achieved
 Discuss means of achieving objective (primary means, first level strategy)
 Take each primary mean, write objective for achieving it (secondary
means)
 Continue to expand to the fourth level
 Review each system of means in both directions (from objective to means
and means to objective)
 Add more cards if needed
 Connect all levels
 Next, complete the diagram

21. Completing a Tree Diagram
To
Accomplish
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

25. 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.
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.
➲ 5 types: L-shaped, T-shaped, Y-shaped, X-shaped, and C-shaped

26. L-shaped

27. T-shaped

28. Y-shaped

29. X-shaped

30. a
a
O O = 1 O = 4 P r i n c i p a l
O = 2 O X = 5 O Subsidia ry
= 3 X = 6
E v a l u a t i o n Responsibilitie s
R e m a r k s
E
f
f
i
c
a
c
y
Practicabil
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
Section/Pl
M
a
n
a
g
e
r
L
e
a
d
e
r
M
e
m
b
e
r
4 t h l e v e l m e a n s
f r o m T r e e d i a g r a m
O O 1 O
4 t h l e v e l m e a n s
f r o m T r e e d i a g r a m
O O 1 O H o l d 4 t i m e s / m o n t h
4 t h l e v e l m e a n s
f r o m T r e e d i a g r a m
O 3 O A t e v e r y m e e t i n g
4 t h l e v e l m e a n s
f r o m T r e e d i a g r a m
O 2 O
4 t h l e v e l m e a n s
f r o m T r e e d i a g r a m
O X 5 O A t l e a s t 3 t i m e s / y e a r / p e r s o n
4 t h l e v e l m e a n s
f r o m T r e e d i a g r a m
O O 1 O O
4 t h l e v e l m e a n s
f r o m T r e e d i a g r a m
4 O
Matrix Diagrams

31. Constructing a Matrix Diagram
❶Write final-level means from Tree diagram forming vertical axis
❷Write in Evaluation categories (efficacy, practicability, and rank) on
horizontal axis.
❸Examine final-level means to identify whom will implement them
❹Write names along horizontal axis
❺ Label group of columns as “Responsibilities”
❻ Label right-hand end of horizontal axis as “Remarks”
❼ Examine each cell and insert the appropriate symbol:
Efficacy: O=good, E=satisfactory, X=none
Practicability: O=good,P=satisfactory, X=none

32. Constructing a Matrix Diagram
❽ Determine score for each combination of symbols, record in
rank column
❾ Examine cells under Responsibility Columns, insert double-
circle for Principal and single-circle for Subsidiary
❿ Fill out remarks column and record meanings of symbol
Next, complete the diagram

33. Completing a Matrix Diagram
u
O O = 1 O = 4 P r i n c i p a l
O = 2 O X = 5 O S u b s i d i a r y
= 3 X = 6
E v a l u a t i o n Res
pons
ibilities
R e m a r k s
E
f
f
i
c
a
c
y
Practicabilit
R
a
n
k
S
i
t
e
Q
C
c
i
r
c
Section/Pla
Q
C
c
i
r
c
l
e
s
Section/Pla
M
a
n
a
g
e
r
L
e
a
d
e
r
M
e
m
b
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4 t h l e v e l m e a n s
f r o m T r e e d i a g r a m
O O 1 O
4 t h l e v e l m e a n s
f r o m T r e e d i a g r a m
O O 1 O H o l d 4 t i m e s / m o n t h
4 t h l e v e l m e a n s
f r o m T r e e d i a g r a m
O 3 O A t e v e r y m e e t i n g
4 t h l e v e l m e a n s
f r o m T r e e d i a g r a m
O 2 O
4 t h l e v e l m e a n s
f r o m T r e e d i a g r a m
O X 5 O A t l e a s t 3 t i m e s / y e a r / p e r s o n
4 t h l e v e l m e a n s
f r o m T r e e d i a g r a m
O O 1 O O
4 t h l e v e l m e a n s
f r o m T r e e d i a g r a m
4 O
4 t h l e v e l m e a n s
f r o m T r e e d i a g r a m
O 2 O
4 t h l e v e l m e a n s
f r o m T r e e d i a g r a m
O O 1 O
4 t h l e v e l m e a n s
f r o m T r e e d i a g r a m
O O 1 O
Matrix Diagrams

34. 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)
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
➲ Promotes understanding and agreement among group

35. Activity Predecessor Durations (WEEK)
Optimistic (O) Most Likely (M) Pessimistic (P)
A -- 5 6 7
B -- 1 3 5
C -- 1 4 7
D A 1 2 3
E B 1 2 9
F C 1 5 9
G C 2 2 8
H E, F 4 4 10
I D 2 5 8
J H, G 2 2 8

36. te (Expected Duration/ Mean Tine) = to + 4tm +tp)/6
Variance = [(tp – to)/6]2
ESj = Maxi (ESi + Dij)
LCj = minj (LCj - Dij)

38. Constructing an Arrow Diagram
❶From strategies on Tree diagram, select one (Objective of Arrow Diagram)
❷Identify constraints to Objective
❸List all activities necessary to achieving Objective
❹Write all essential activities on separate cards
❺Organize cards in sequential order of activities
❻Remove any duplicate activities
❼Review order of activities, find sequence with greatest amount of activities
❽Arrange parallel activities
❾ Examine path, number nodes in sequence from left to right
❿ Record names and other necessary information
Next, complete the diagram

39. Completing an Arrow Diagram
Strategy
1
Constraints
Activity
2
4
3 5 9
6 8
7
10 13
12
11

40. Completing an Arrow Diagram

41. 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
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
➲Fosters cooperation and communication in group
➲Easily modified and easily understood

42. Constructing a PDPC
❶Select a highly effective, but difficult strategy from the Tree diagram
❷Decide on a goal (most desirable outcome)
❸Identify existing situation (Starting point)
❹Identify constraints of objective
❺List activities to reach goal and potential problems with each activity
❻Review list. Add extra activities or problems not thought of previously
❼Prepare contingency plan for each step and review what action is needed if step is
not achieved
❽Examine carefully to check for inconsistencies and all important factors are included
❾Examine to make sure all contingency plans are adequate
Next, complete the diagram

43. Completing a PDPC
Start
GOAL
YES
YES
NO
NO
NO
NO
NO
YES
NO
NO

44. Completing a PDPC

45. 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
➲ 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

46. Constructing a Prioritization Grid
❶Determine your goal, your alternatives, and criteria for decision
❷Place selection in order of importance
❸Apply percentage weight to each option
(all weights should add up to 1)
❹Sum individual ratings to establish overall ranking (Divide by number of options for average
ranking)
❺ Rank order each option with respect to criterion (Average the rankings and apply a
completed ranking)
❻ Multiply weight by associated rank in Matrix (in example, 4 is best, 1 is worst)
❼ Result is Importance Score
❽ Add up Importance Scores for each option
❾ Rank order the alternatives according to importance

47. Criteria Customer Acceptance Strength Importance
Sum Score
Option
Ranking
(most important) Cost Reliability (least important)
Options
Design A
Percentage weight .40 .30 .20 .10
Rank 4 3 3 1
Importance score 1.6 .90 .60 .10 3.2 1 (tie)
Design B
Percentage weight .30 .40 .10 .20
Rank 3 4 1 2
Importance score .90 1.6 .10 .40 3.0 2
Design C
Percentage weight .25 .25 .25 .25
Rank 1 2 4 3
Importance score .25 .50 1 .75 2.5 3
Design D
Percentage weight 0.3 .10 .20 .40
Rank 3 1 3 4
Importance score .90 .10 .60 1.6 3.2 1 (tie)
Sum of weights 1.25 1.05 .75 .95
Average weight .31 .26 .19 .24
Criterion Ranking 1 2 4 3
Matrix Data Analysis

48. Thank You
Any Query?