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.
This document provides an overview and instructions for using the New Seven Quality Control tools, which were developed to organize verbal data in a visual way. It begins with an introduction to the New Seven tools and their history. Then each tool is explained in its own section with advantages, construction steps, and an example. The tools covered are Affinity Diagrams, Relations Diagrams, Tree Diagrams, Matrix Diagrams, Arrow Diagrams, and Process Decision Program Charts. The presentation aims to teach people how to effectively use these tools to identify problems, generate solutions, and improve organizational processes.
This document provides information on various quality control tools, including the New Seven QC Tools. It begins with an overview of the New Seven QC Tools, which were developed in 1972 to organize verbal data using diagrams. The tools are Affinity Diagrams, Relations Diagrams, Tree Diagrams, Matrix Diagrams, Arrow Diagrams, Process Decision Program Charts, and Matrix Data Analysis. The document then provides detailed descriptions and examples of how to construct Affinity Diagrams, Relations Diagrams, Tree Diagrams, Matrix Diagrams, and Arrow Diagrams. It explains the advantages and uses of each tool.
The document provides information about the New Seven Quality Control tools. It discusses the history and purpose of the tools, which were developed in 1972 to organize verbal data in a diagrammatic way. The tools complement the original Basic Seven tools, which are effective for analyzing numerical data. The New Seven tools include Affinity Diagrams, Relations Diagrams, Tree Diagrams, Matrix Diagrams, Arrow Diagrams, Process Decision Program Charts, and Matrix Data Analysis. Examples of each tool type are provided along with instructions for constructing the diagrams to organize information and identify relationships in complex problems.
The document provides information on the New Seven quality control tools. It begins with an overview of the seven tools: Affinity Diagrams, Relations Diagrams, Tree Diagrams, Matrix Diagrams, Arrow Diagrams, Process Decision Program Charts, and Matrix Data Analysis. It then discusses the history and development of the New Seven tools. The rest of the document focuses on providing details on how to construct each of the New Seven tools through examples and illustrations. It explains the advantages and applications of each tool to help organize information, identify relationships, develop strategies, and control schedules.
The document provides information on the New Seven quality control tools. It begins with an overview of the seven tools: Affinity Diagrams, Relations Diagrams, Tree Diagrams, Matrix Diagrams, Arrow Diagrams, Process Decision Program Charts, and Matrix Data Analysis. It then discusses the history and development of the New Seven tools. The rest of the document focuses on providing details on how to construct each of the New Seven tools through examples and illustrations. It explains the advantages and applications of each tool to help organize information, identify relationships, develop strategies, and control schedules.
The document provides information on the New Seven quality control tools. It begins with an overview of the seven tools: Affinity Diagrams, Relations Diagrams, Tree Diagrams, Matrix Diagrams, Arrow Diagrams, Process Decision Program Charts, and Matrix Data Analysis. It then discusses the history and development of the New Seven tools. The rest of the document focuses on providing details on how to construct each of the New Seven tools through examples and illustrations. It explains the advantages and applications of each tool to help organize information, identify relationships, develop strategies, and control schedules.
The document discusses affinity diagrams, which are a quality control tool used to organize large amounts of interrelated data into groups based on natural relationships. This allows for further analysis and problem solving. The key steps in constructing an affinity diagram are to select a topic, collect verbal data through brainstorming, discuss and write each item on a card, spread out the cards and group similar themes, combine statement cards, and lay out the completed groups. Affinity diagrams facilitate breakthrough thinking, ensure everyone understands the problem, and foster team spirit in problem solving.
The document provides an overview of the New Seven Quality Control tools. It describes the seven tools - Affinity Diagrams, Relations Diagrams, Tree Diagrams, Matrix Diagrams, Arrow Diagrams, Process Decision Program Charts, and Matrix Data Analysis. It explains the history and development of the tools, their purposes and advantages. Examples are given of how to construct Affinity Diagrams, Relations Diagrams, Tree Diagrams, and Matrix Diagrams. The tools are intended to organize verbal data, generate ideas, improve planning, and increase the effectiveness of total quality management.
This document provides an overview and instructions for using the New Seven Quality Control tools, which were developed to organize verbal data in a visual way. It begins with an introduction to the New Seven tools and their history. Then each tool is explained in its own section with advantages, construction steps, and an example. The tools covered are Affinity Diagrams, Relations Diagrams, Tree Diagrams, Matrix Diagrams, Arrow Diagrams, and Process Decision Program Charts. The presentation aims to teach people how to effectively use these tools to identify problems, generate solutions, and improve organizational processes.
This document provides information on various quality control tools, including the New Seven QC Tools. It begins with an overview of the New Seven QC Tools, which were developed in 1972 to organize verbal data using diagrams. The tools are Affinity Diagrams, Relations Diagrams, Tree Diagrams, Matrix Diagrams, Arrow Diagrams, Process Decision Program Charts, and Matrix Data Analysis. The document then provides detailed descriptions and examples of how to construct Affinity Diagrams, Relations Diagrams, Tree Diagrams, Matrix Diagrams, and Arrow Diagrams. It explains the advantages and uses of each tool.
The document provides information about the New Seven Quality Control tools. It discusses the history and purpose of the tools, which were developed in 1972 to organize verbal data in a diagrammatic way. The tools complement the original Basic Seven tools, which are effective for analyzing numerical data. The New Seven tools include Affinity Diagrams, Relations Diagrams, Tree Diagrams, Matrix Diagrams, Arrow Diagrams, Process Decision Program Charts, and Matrix Data Analysis. Examples of each tool type are provided along with instructions for constructing the diagrams to organize information and identify relationships in complex problems.
The document provides information on the New Seven quality control tools. It begins with an overview of the seven tools: Affinity Diagrams, Relations Diagrams, Tree Diagrams, Matrix Diagrams, Arrow Diagrams, Process Decision Program Charts, and Matrix Data Analysis. It then discusses the history and development of the New Seven tools. The rest of the document focuses on providing details on how to construct each of the New Seven tools through examples and illustrations. It explains the advantages and applications of each tool to help organize information, identify relationships, develop strategies, and control schedules.
The document provides information on the New Seven quality control tools. It begins with an overview of the seven tools: Affinity Diagrams, Relations Diagrams, Tree Diagrams, Matrix Diagrams, Arrow Diagrams, Process Decision Program Charts, and Matrix Data Analysis. It then discusses the history and development of the New Seven tools. The rest of the document focuses on providing details on how to construct each of the New Seven tools through examples and illustrations. It explains the advantages and applications of each tool to help organize information, identify relationships, develop strategies, and control schedules.
The document provides information on the New Seven quality control tools. It begins with an overview of the seven tools: Affinity Diagrams, Relations Diagrams, Tree Diagrams, Matrix Diagrams, Arrow Diagrams, Process Decision Program Charts, and Matrix Data Analysis. It then discusses the history and development of the New Seven tools. The rest of the document focuses on providing details on how to construct each of the New Seven tools through examples and illustrations. It explains the advantages and applications of each tool to help organize information, identify relationships, develop strategies, and control schedules.
The document discusses affinity diagrams, which are a quality control tool used to organize large amounts of interrelated data into groups based on natural relationships. This allows for further analysis and problem solving. The key steps in constructing an affinity diagram are to select a topic, collect verbal data through brainstorming, discuss and write each item on a card, spread out the cards and group similar themes, combine statement cards, and lay out the completed groups. Affinity diagrams facilitate breakthrough thinking, ensure everyone understands the problem, and foster team spirit in problem solving.
The document provides an overview of the New Seven Quality Control tools. It describes the seven tools - Affinity Diagrams, Relations Diagrams, Tree Diagrams, Matrix Diagrams, Arrow Diagrams, Process Decision Program Charts, and Matrix Data Analysis. It explains the history and development of the tools, their purposes and advantages. Examples are given of how to construct Affinity Diagrams, Relations Diagrams, Tree Diagrams, and Matrix Diagrams. The tools are intended to organize verbal data, generate ideas, improve planning, and increase the effectiveness of total quality management.
The document discusses three quality control tools: tree diagrams, matrix diagrams, and arrow diagrams. Tree diagrams systematically develop strategies to achieve objectives. Matrix diagrams clarify problems by considering multiple dimensions and relationships. Arrow diagrams show task relationships and sequences to implement a plan effectively. The document provides instructions on constructing each type of diagram.
This document discusses the New Seven Quality Control tools. It provides a brief history of their development in the 1970s to organize verbal data diagrammatically and complement the existing Basic Seven tools. The New Seven tools include Affinity Diagrams, Relations Diagrams, Tree Diagrams, Matrix Diagrams, Arrow Diagrams, Process Decision Program Charts, and Matrix Data Analysis. The document outlines the benefits of incorporating the New Seven tools, such as generating ideas, improving planning, eliminating errors, explaining problems clearly, and securing full cooperation. It also discusses how the tools can help clarify desired situations, prioritize tasks, anticipate events, and identify problems.
The document discusses the new seven quality control tools, including process decision program charts and matrix data analysis. It provides advantages of these tools such as facilitating forecasting, enabling problems to be pinpointed, and illustrating how events can be directed to a successful conclusion. The document also discusses how to construct process decision program charts and prioritization grids for matrix data analysis. Finally, it outlines keys to successfully using the new seven quality control tools, such as understanding the problem, selecting the right tool, obtaining appropriate data, and interpreting results.
The document discusses various quality control tools, including the New Seven Q.C. Tools. It provides details on affinity diagrams, relations diagrams, tree diagrams, and matrix diagrams. Affinity diagrams help organize large amounts of data by grouping ideas based on natural relationships. Relations diagrams show cause-and-effect relationships through a visual representation. Tree diagrams systematically break down objectives into hierarchical strategies and components. Matrix diagrams clarify problems by comparing two or more data sets against each other to identify priorities and relationships.
This document introduces 7 advanced quality tools: affinity diagrams, interrelationship diagrams, tree diagrams, matrix diagrams, matrix data analysis, process decision program charts, and arrow diagrams. It provides examples and step-by-step instructions for how to use each tool to organize ideas, identify relationships, plan processes, analyze data, and schedule projects. The tools can be used individually or together to improve quality, eliminate errors, effectively plan and prioritize tasks, and get things right the first time.
The Seven Management Tools - Total Quality ManagementSnehal Nemane
The document discusses several quality management tools used in DMAIC (Define, Measure, Analyze, Improve, Control) process including affinity diagram, tree diagram, matrix diagram, interrelationship diagram, prioritization matrix, process decision program chart, and activity network diagram. It provides descriptions of each tool, when they should be used, and examples of how to apply them to identify problems, analyze causes and effects, prioritize issues, plan tasks, and schedule projects.
The document discusses various quality tools and techniques, including the New Seven Management Tools and the Basic Seven QC Tools. It provides details on each of the New Seven Tools: Affinity Diagrams, Relationship Diagrams, Tree Diagrams, Matrix Diagrams, Arrow Diagrams, Priority Matrix, and Process Decision Program Charts. Examples and steps to create each tool are outlined. The relationship between the New Seven Tools, which organize verbal data, and the Basic Seven QC Tools, which analyze numerical data, is explained.
The document discusses The 7 New Quality Management Tools, which were developed in Japan in the 1970s to facilitate team-based problem solving. It describes each of the 7 tools - Affinity Diagram, Relationship Diagram, Tree Diagram, Matrix Diagram, Process Decision Program Chart, Arrow Diagram, and Prioritization Matrix. Each tool is used to organize information in a visual way to identify relationships, causal factors, project timelines, and priorities. The tools can be used individually or together to analyze problems, plan projects, and implement improvements.
The document discusses the seven new quality control tools developed by the Committee of Union of Japanese Scientists and Engineers in 1977. The seven new tools were developed to organize verbal data diagrammatically, as the original basic seven tools were more effective for numerical data analysis. The seven new tools include affinity diagrams, relations diagrams, tree diagrams, matrix diagrams, process decision program charts, arrow diagrams, and matrix data analysis. Each tool is used to analyze different types of problems and generate solutions. The document provides details on how to construct each of the seven new tools using the group method approach.
This document discusses 7 quality tools used in continuous improvement workshops: affinity diagram, relations diagram, tree diagram, matrix diagram, matrix data analysis, arrow diagram, and process decision program chart. It provides a brief overview of each tool, including what it is used for and typical situations where each tool would be applicable.
The document discusses the seven new tools of quality: 1) Affinity Diagram, 2) Interrelationship Digraph, 3) Tree Diagram, 4) Prioritization Grid, 5) Matrix Diagram, 6) Process Decision Program Chart, and 7) Activity Network Diagram. For each tool, the document provides a brief overview of its purpose and the typical steps to create the tool. Examples of each completed tool are also included. The tools are methods for organizing information, determining relationships between issues, planning processes, making decisions, and evaluating timelines.
This document discusses various tools and methodologies for designing and conducting performance improvement interventions. It begins by explaining the importance of continual growth and improvement. Some key tools and methods discussed include the 5 Whys technique for root cause analysis, PDCA (Plan-Do-Check-Act) cycle for continuous improvement, and the seven new quality tools including affinity diagrams and matrix diagrams. Six Sigma methodology is also covered, outlining the DMAIC process for improving existing processes and DMADV for designing new processes.
1. The document discusses various management tools and techniques for continuous process improvement, including proactive and reactive tools.
2. Proactive tools include forced field analysis, nominal group technique, affinity diagrams, and others that rely on subjective information to identify root causes and areas for improvement.
3. Reactive tools involve statistical process control techniques like Pareto diagrams, cause-and-effect diagrams, control charts, and others that use hard data to react to problems and monitor process performance.
The document summarizes seven new management and planning tools:
1. Affinity diagram organizes ideas into relationships and taps team creativity.
2. Relations diagram shows cause-and-effect links between complex issues.
3. Tree diagram branches items into subgroups for analyzing processes.
4. Matrix diagram relates two or more groups of information.
5. Arrow diagram shows task order and scheduling for complex projects.
6. Process decision program chart identifies and prevents problems in plans.
The document summarizes seven new management and planning tools:
1. Affinity diagram organizes ideas into relationships and taps team creativity.
2. Relations diagram shows cause-and-effect links between complex issues.
3. Tree diagram branches items into subgroups for analyzing processes.
4. Matrix diagram relates two or more groups of information.
5. Arrow diagram shows task order and scheduling for complex projects.
6. Process decision program chart identifies and prevents problems in plans.
The document summarizes seven new management and planning tools:
1. Affinity diagram organizes ideas into relationships and taps team creativity.
2. Relations diagram shows cause-and-effect links between complex issues.
3. Tree diagram branches items into subgroups for analyzing processes.
4. Matrix diagram relates two or more groups of information.
5. Arrow diagram shows task order and scheduling for complex projects.
6. Process decision program chart identifies and prevents problems in plans.
The document provides information on quality control tools and techniques including seven traditional QC tools (Pareto chart, flowchart, cause-and-effect diagram, check sheet, histogram, scatter diagram, and control chart). It describes each tool's purpose and methodology. For example, it explains that a Pareto chart identifies the most significant factors impacting a process, a flowchart provides a visual map of process steps, and a cause-and-effect diagram helps identify potential causes for an observed effect or problem. The document also provides examples and comparisons (such as the difference between a histogram and bar graph).
The idea of projectour project is about creating a intell.docxcherry686017
The idea of project:
our project is about creating a intelligent system that will help the user to make decision in faster and easy way
we have an idea that is to create a new system for our college for course register
our system is not that good as the students wants
we want the courses to be in the same sequence as the study plan for registration - for the main courses and for the elective also
we also want to show the courses dependence
for example you cannot take 103 course without completing 102 course
and when the course is register , we want to show the course schedule as the picture provided.
and when the student complete his registration he can print and save the schedule - the final out put schedule
If the student faces a class clashes it will show the clash time and the course that have clash with
and provide them better solution such as changing the section or report this problem to the responsible employee- provide the student with suggestions to solve her problem
You can use the pictures below as an example .. And the logo to put in in the interface
TASKS:
1. Read about Creativity below.
2. Do literatures review from Google or from given list of Bibliography.
3. Design your invention into Interface Design and using any solution models
4. Goto http://www.scoop.it/t/kaymarlyn and select ‘Tools’ tags under ‘Search in topic’ menu. Study
and learn about “60 User Interface Design Tools A Web Designer Must Have” and other prototyping
and mockup tools from the page.
5. Illustrate your idea into interface design using the selected best tool for your Design Category and
provide the explanation. You might search from the Internet using keywords to view other example of
process or models.
6. Disseminate your idea and how your system works into proper formatted report.
7. Presentation will determined the winners ranking and will contribute max 35/50 marks from the
total marks.
8. Shows all the workload distribution among your group members in the given table.
9. Lastly, provide all the references and websites that you visited and used in the report.
DESIGN CATEGORIES:
Academic System
Students Manager
University DSS
Mobile Apps
Student Work/ Activities Application
Project Requirement :
Creativity Creativity involves the generation of new ideas or the recombination of known elements into something new, providing valuable solutions to a problem. It also involves motivation and emotion. Creativity “is a fundamental feature of human intelligence in general. It is grounded in everyday capacities such as the association of ideas, reminding, perception, analogical thinking, searching a structured problem-space, and reflecting self-criticism. It involves not only a cognitive dimension (the generation of new ideas) but also motivation and emotion, and is closely linked to cultural context and personality factors.” (Boden 1998).
Fundamental concepts for all creative techniques are:
The suspension of premature ...
This document summarizes several panel discussions and courses on research methods. It discusses quantitative methods for management taught by Magdy Roufaiel that teaches modeling, linear programming, and forecasting techniques. It also summarizes Joyce Elliott's course on quantitative research design which covers foundations, ethics, and using SPSS to analyze national datasets. Additionally, it discusses Patrice Prusko-Torcivia's teachings on writing market research proposals and Michele Ogle's statistics course which has students complete a final statistical analysis project. Finally, it summarizes Dee Britton's social science research methods course which has students write research proposals and journals throughout.
Bacterial Examination of Water of different sources.pptDr. Thippeswamy S.
Bacterial Examination of water is useful for:
(1) Detection of faecal pollution in potential water supply (very sensitive test).
(2) Assessment of water treatment plant performance.
(3) Confirmation of hygienic safety of final water entering supply.
(4) Surveillance of water quality throughout distribution.
(5) Indicator bacteria: give Quantitative results therefore used as basis for these standards:
(1) Raw Water Quality
(2) Treated Water Quality
(3) Distribution System Water Quality
(4) Bathing Water Quality
(5) Quality of Water for shellfish growing
(6) Quality of water for re-use in irrigation.
Soil erosion is the movement and transport of soil by various natural processes and is responsible for the loss of an average of 30 tons per hectare of agricultural soils per year. The soil that is most affected by erosion is the topsoil layer. Soil erosion is accelerated by a sloped landscape, the removal of vegetation to create land space, soil tillage for agriculture, and drought. Wind and water play a monumental role in soil erosion.
The document discusses three quality control tools: tree diagrams, matrix diagrams, and arrow diagrams. Tree diagrams systematically develop strategies to achieve objectives. Matrix diagrams clarify problems by considering multiple dimensions and relationships. Arrow diagrams show task relationships and sequences to implement a plan effectively. The document provides instructions on constructing each type of diagram.
This document discusses the New Seven Quality Control tools. It provides a brief history of their development in the 1970s to organize verbal data diagrammatically and complement the existing Basic Seven tools. The New Seven tools include Affinity Diagrams, Relations Diagrams, Tree Diagrams, Matrix Diagrams, Arrow Diagrams, Process Decision Program Charts, and Matrix Data Analysis. The document outlines the benefits of incorporating the New Seven tools, such as generating ideas, improving planning, eliminating errors, explaining problems clearly, and securing full cooperation. It also discusses how the tools can help clarify desired situations, prioritize tasks, anticipate events, and identify problems.
The document discusses the new seven quality control tools, including process decision program charts and matrix data analysis. It provides advantages of these tools such as facilitating forecasting, enabling problems to be pinpointed, and illustrating how events can be directed to a successful conclusion. The document also discusses how to construct process decision program charts and prioritization grids for matrix data analysis. Finally, it outlines keys to successfully using the new seven quality control tools, such as understanding the problem, selecting the right tool, obtaining appropriate data, and interpreting results.
The document discusses various quality control tools, including the New Seven Q.C. Tools. It provides details on affinity diagrams, relations diagrams, tree diagrams, and matrix diagrams. Affinity diagrams help organize large amounts of data by grouping ideas based on natural relationships. Relations diagrams show cause-and-effect relationships through a visual representation. Tree diagrams systematically break down objectives into hierarchical strategies and components. Matrix diagrams clarify problems by comparing two or more data sets against each other to identify priorities and relationships.
This document introduces 7 advanced quality tools: affinity diagrams, interrelationship diagrams, tree diagrams, matrix diagrams, matrix data analysis, process decision program charts, and arrow diagrams. It provides examples and step-by-step instructions for how to use each tool to organize ideas, identify relationships, plan processes, analyze data, and schedule projects. The tools can be used individually or together to improve quality, eliminate errors, effectively plan and prioritize tasks, and get things right the first time.
The Seven Management Tools - Total Quality ManagementSnehal Nemane
The document discusses several quality management tools used in DMAIC (Define, Measure, Analyze, Improve, Control) process including affinity diagram, tree diagram, matrix diagram, interrelationship diagram, prioritization matrix, process decision program chart, and activity network diagram. It provides descriptions of each tool, when they should be used, and examples of how to apply them to identify problems, analyze causes and effects, prioritize issues, plan tasks, and schedule projects.
The document discusses various quality tools and techniques, including the New Seven Management Tools and the Basic Seven QC Tools. It provides details on each of the New Seven Tools: Affinity Diagrams, Relationship Diagrams, Tree Diagrams, Matrix Diagrams, Arrow Diagrams, Priority Matrix, and Process Decision Program Charts. Examples and steps to create each tool are outlined. The relationship between the New Seven Tools, which organize verbal data, and the Basic Seven QC Tools, which analyze numerical data, is explained.
The document discusses The 7 New Quality Management Tools, which were developed in Japan in the 1970s to facilitate team-based problem solving. It describes each of the 7 tools - Affinity Diagram, Relationship Diagram, Tree Diagram, Matrix Diagram, Process Decision Program Chart, Arrow Diagram, and Prioritization Matrix. Each tool is used to organize information in a visual way to identify relationships, causal factors, project timelines, and priorities. The tools can be used individually or together to analyze problems, plan projects, and implement improvements.
The document discusses the seven new quality control tools developed by the Committee of Union of Japanese Scientists and Engineers in 1977. The seven new tools were developed to organize verbal data diagrammatically, as the original basic seven tools were more effective for numerical data analysis. The seven new tools include affinity diagrams, relations diagrams, tree diagrams, matrix diagrams, process decision program charts, arrow diagrams, and matrix data analysis. Each tool is used to analyze different types of problems and generate solutions. The document provides details on how to construct each of the seven new tools using the group method approach.
This document discusses 7 quality tools used in continuous improvement workshops: affinity diagram, relations diagram, tree diagram, matrix diagram, matrix data analysis, arrow diagram, and process decision program chart. It provides a brief overview of each tool, including what it is used for and typical situations where each tool would be applicable.
The document discusses the seven new tools of quality: 1) Affinity Diagram, 2) Interrelationship Digraph, 3) Tree Diagram, 4) Prioritization Grid, 5) Matrix Diagram, 6) Process Decision Program Chart, and 7) Activity Network Diagram. For each tool, the document provides a brief overview of its purpose and the typical steps to create the tool. Examples of each completed tool are also included. The tools are methods for organizing information, determining relationships between issues, planning processes, making decisions, and evaluating timelines.
This document discusses various tools and methodologies for designing and conducting performance improvement interventions. It begins by explaining the importance of continual growth and improvement. Some key tools and methods discussed include the 5 Whys technique for root cause analysis, PDCA (Plan-Do-Check-Act) cycle for continuous improvement, and the seven new quality tools including affinity diagrams and matrix diagrams. Six Sigma methodology is also covered, outlining the DMAIC process for improving existing processes and DMADV for designing new processes.
1. The document discusses various management tools and techniques for continuous process improvement, including proactive and reactive tools.
2. Proactive tools include forced field analysis, nominal group technique, affinity diagrams, and others that rely on subjective information to identify root causes and areas for improvement.
3. Reactive tools involve statistical process control techniques like Pareto diagrams, cause-and-effect diagrams, control charts, and others that use hard data to react to problems and monitor process performance.
The document summarizes seven new management and planning tools:
1. Affinity diagram organizes ideas into relationships and taps team creativity.
2. Relations diagram shows cause-and-effect links between complex issues.
3. Tree diagram branches items into subgroups for analyzing processes.
4. Matrix diagram relates two or more groups of information.
5. Arrow diagram shows task order and scheduling for complex projects.
6. Process decision program chart identifies and prevents problems in plans.
The document summarizes seven new management and planning tools:
1. Affinity diagram organizes ideas into relationships and taps team creativity.
2. Relations diagram shows cause-and-effect links between complex issues.
3. Tree diagram branches items into subgroups for analyzing processes.
4. Matrix diagram relates two or more groups of information.
5. Arrow diagram shows task order and scheduling for complex projects.
6. Process decision program chart identifies and prevents problems in plans.
The document summarizes seven new management and planning tools:
1. Affinity diagram organizes ideas into relationships and taps team creativity.
2. Relations diagram shows cause-and-effect links between complex issues.
3. Tree diagram branches items into subgroups for analyzing processes.
4. Matrix diagram relates two or more groups of information.
5. Arrow diagram shows task order and scheduling for complex projects.
6. Process decision program chart identifies and prevents problems in plans.
The document provides information on quality control tools and techniques including seven traditional QC tools (Pareto chart, flowchart, cause-and-effect diagram, check sheet, histogram, scatter diagram, and control chart). It describes each tool's purpose and methodology. For example, it explains that a Pareto chart identifies the most significant factors impacting a process, a flowchart provides a visual map of process steps, and a cause-and-effect diagram helps identify potential causes for an observed effect or problem. The document also provides examples and comparisons (such as the difference between a histogram and bar graph).
The idea of projectour project is about creating a intell.docxcherry686017
The idea of project:
our project is about creating a intelligent system that will help the user to make decision in faster and easy way
we have an idea that is to create a new system for our college for course register
our system is not that good as the students wants
we want the courses to be in the same sequence as the study plan for registration - for the main courses and for the elective also
we also want to show the courses dependence
for example you cannot take 103 course without completing 102 course
and when the course is register , we want to show the course schedule as the picture provided.
and when the student complete his registration he can print and save the schedule - the final out put schedule
If the student faces a class clashes it will show the clash time and the course that have clash with
and provide them better solution such as changing the section or report this problem to the responsible employee- provide the student with suggestions to solve her problem
You can use the pictures below as an example .. And the logo to put in in the interface
TASKS:
1. Read about Creativity below.
2. Do literatures review from Google or from given list of Bibliography.
3. Design your invention into Interface Design and using any solution models
4. Goto http://www.scoop.it/t/kaymarlyn and select ‘Tools’ tags under ‘Search in topic’ menu. Study
and learn about “60 User Interface Design Tools A Web Designer Must Have” and other prototyping
and mockup tools from the page.
5. Illustrate your idea into interface design using the selected best tool for your Design Category and
provide the explanation. You might search from the Internet using keywords to view other example of
process or models.
6. Disseminate your idea and how your system works into proper formatted report.
7. Presentation will determined the winners ranking and will contribute max 35/50 marks from the
total marks.
8. Shows all the workload distribution among your group members in the given table.
9. Lastly, provide all the references and websites that you visited and used in the report.
DESIGN CATEGORIES:
Academic System
Students Manager
University DSS
Mobile Apps
Student Work/ Activities Application
Project Requirement :
Creativity Creativity involves the generation of new ideas or the recombination of known elements into something new, providing valuable solutions to a problem. It also involves motivation and emotion. Creativity “is a fundamental feature of human intelligence in general. It is grounded in everyday capacities such as the association of ideas, reminding, perception, analogical thinking, searching a structured problem-space, and reflecting self-criticism. It involves not only a cognitive dimension (the generation of new ideas) but also motivation and emotion, and is closely linked to cultural context and personality factors.” (Boden 1998).
Fundamental concepts for all creative techniques are:
The suspension of premature ...
This document summarizes several panel discussions and courses on research methods. It discusses quantitative methods for management taught by Magdy Roufaiel that teaches modeling, linear programming, and forecasting techniques. It also summarizes Joyce Elliott's course on quantitative research design which covers foundations, ethics, and using SPSS to analyze national datasets. Additionally, it discusses Patrice Prusko-Torcivia's teachings on writing market research proposals and Michele Ogle's statistics course which has students complete a final statistical analysis project. Finally, it summarizes Dee Britton's social science research methods course which has students write research proposals and journals throughout.
Bacterial Examination of Water of different sources.pptDr. Thippeswamy S.
Bacterial Examination of water is useful for:
(1) Detection of faecal pollution in potential water supply (very sensitive test).
(2) Assessment of water treatment plant performance.
(3) Confirmation of hygienic safety of final water entering supply.
(4) Surveillance of water quality throughout distribution.
(5) Indicator bacteria: give Quantitative results therefore used as basis for these standards:
(1) Raw Water Quality
(2) Treated Water Quality
(3) Distribution System Water Quality
(4) Bathing Water Quality
(5) Quality of Water for shellfish growing
(6) Quality of water for re-use in irrigation.
Soil erosion is the movement and transport of soil by various natural processes and is responsible for the loss of an average of 30 tons per hectare of agricultural soils per year. The soil that is most affected by erosion is the topsoil layer. Soil erosion is accelerated by a sloped landscape, the removal of vegetation to create land space, soil tillage for agriculture, and drought. Wind and water play a monumental role in soil erosion.
Third normal form (3NF) requires that there are no functional dependencies of non-key attributes on something other than a candidate key.
A table is in 3NF if all of the non-primary key attributes are mutually independent
That is, there are NO transitive dependencies
The document discusses using cloud computing for protein structure prediction and gene expression data analysis. Protein structure prediction is a computationally intensive task that helps design new drugs, but determining protein structures manually is difficult. Cloud computing enables scientists to submit protein structure prediction tasks to a cloud service without worrying about the complex predictions. It also discusses using gene expression profiling and classification algorithms like eXtended Classifier System (XCS) on cloud infrastructure to analyze large cancer and medical diagnosis datasets.
This document provides an overview of data intensive computing and some of the challenges it presents. It discusses how data intensive applications deal with large datasets ranging from terabytes to petabytes in size across various domains. Some of the key challenges in data intensive computing include developing scalable algorithms, metadata management technologies, and distributed file systems that can handle petabytes of data efficiently. Frameworks like MapReduce and cloud computing technologies help address these challenges by providing computation and storage at large scales.
djypllh5r1gjbaekxgwv-signature-cc6692615bbc55079760b9b0c6636bc58ec509cd0446cb...Dr. Thippeswamy S.
This document discusses task-based distributed computing and the Aneka framework. It defines tasks as distinct units of code that can be executed remotely. Aneka uses a task programming model where tasks implement an interface and are wrapped in AnekaTask objects. Developers create application classes to control task submission and monitoring. Aneka supports various task types including embarrassingly parallel, parameter sweep, and workflows. It integrates with cloud infrastructures and provides APIs for developing distributed applications.
deploymentmodelsofcloudcomputing-230211123637-08174981.pptxDr. Thippeswamy S.
The document discusses the different deployment models of cloud computing:
- Private cloud is owned and operated by a single organization for its own use and is not shared. It provides security and customization but is less scalable and more costly than public clouds.
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1. 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
2. History of the
New 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 original Basic
Seven Tools
New set of methods (N7) - 1977
Slide 1 0f 2
3. History of the
New 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
4. What are the
Basic Seven Q.C. Tools?
Flow Charts
Run Charts
Histograms
Pareto Diagrams
Cause and Effect Diagrams
Scatter Diagrams
Control Charts
5. 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)
6. Enhanced Capabilities
Generate ideas
Improve planning
Eliminate errors and omissions
Explain problems intelligibly
Secure full cooperation
Persuade powerfully
Benefits of Incorporating
New Seven Q.C. Tools
Organize verbal data
Slide 1 0f 4
7. 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
Benefits of Incorporating
New Seven Q.C. Tools
Assess situations from various angles
Slide 2 0f 4
8. 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
Benefits of Incorporating
New Seven Q.C. Tools
Slide 3 0f 4
Identifies problems
9. Benefits of Incorporating
New Seven Q.C. Tools
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
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
10. New Seven Q.C. Tools
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
11. New Seven Q.C. Tools
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
12. New Seven Q.C. Tools
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
13. New Seven Q.C. Tools
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
14. New Seven Q.C. Tools
Affinity Diagrams
Constructing an Affinity Diagram
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
15. New Seven Q.C. Tools
Affinity Diagrams
Constructing an Affinity Diagram
Group Method Approach (cont.)
Slide 6 0f 7
Lay the groups outs, keeping the affinity
clusters together
Next, complete the diagram
16. New Seven Q.C. Tools
Affinity Diagrams
Completing an Affinity Diagram
Slide 7 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
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
17. New Seven Q.C. Tools
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
18. New Seven Q.C. Tools
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
19. New Seven Q.C. Tools
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
20. New Seven Q.C. Tools
Relations Diagrams
Constructing a Relations Diagram
Group Method Approach
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
21. New Seven Q.C. Tools
Relations Diagrams
Constructing a Relations Diagram
Group Method Approach (cont.)
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
22. New Seven Q.C. Tools
Relations Diagrams
Constructing a Relations Diagram
Group Method Approach (cont.)
Slide 6 0f 7
Connect all related groups
Next, complete the diagram
Review whole diagram looking for
relationships among causes
23. New Seven Q.C. Tools
Relations Diagrams
Completing a Relations Diagram
Slide 7 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
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
24. New Seven Q.C. Tools
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
25. New Seven Q.C. Tools
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
26. Discuss means of achieving objective
(primary means, first level strategy)
New Seven Q.C. Tools
Tree Diagrams
Constructing a Tree Diagram
Group Method Approach
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)
27. New Seven Q.C. Tools
Tree Diagrams
Constructing an Tree Diagram
Group Method Approach (cont.)
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
Next, complete the diagram
28. New Seven Q.C. Tools
Tree Diagrams
Completing a Tree Diagram
Slide 5 0f 5
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
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
29. New Seven Q.C. Tools
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
30. New Seven Q.C. Tools
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
31. New Seven Q.C. Tools
Matrix 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 Principal
O =2 O X =5 O Subsidiary
=3 X =6
Efficacy
Practicability
Rank
Site
QC
circle
Section/Plant
QC
circle
supporter
Section/Plant
Manager
Leader
Member
4th lev
el means
from Tree diagram O O 1 O
4th lev
el means
from Tree diagram O O 1 O Hold 4 times/month
4th lev
el means
from Tree diagram O 3 O At ev
ery meeting
4th lev
el means
from Tree diagram O 2 O
4th lev
el means
from Tree diagram O X 5 O At least 3 times/year/person
4th lev
el means
from Tree diagram O O 1 O O
4th lev
el means
from Tree diagram 4 O
Evaluation Responsibilities
Remarks
32. New Seven Q.C. Tools
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
33. New Seven Q.C. Tools
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
34. New Seven Q.C. Tools
Matrix Diagrams
Constructing a Matrix Diagram (cont.)
Slide 6 0f 7
Fill out remarks column and record
meanings 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
35. New Seven Q.C. Tools
Matrix Diagrams
Completing a Matrix Diagram
Slide 7 0f 7
O O =1 O =4 Principal
O =2 O X =5 O Subsidiary
=3 X =6
Efficacy
Practicability
Rank
Site
QC
circle
Section/Plant
QC
circle
supporter
Section/Plant
Manager
Leader
Member
4th lev
el means
from Tree diagram O O 1 O
4th lev
el means
from Tree diagram O O 1 O Hold 4 times/month
4th lev
el means
from Tree diagram O 3 O At ev
ery meeting
4th lev
el means
from Tree diagram O 2 O
4th lev
el means
from Tree diagram O X 5 O At least 3 times/year/person
4th lev
el means
from Tree diagram O O 1 O O
4th lev
el means
from Tree diagram 4 O
4th lev
el means
from Tree diagram O 2 O
4th lev
el means
from Tree diagram O O 1 O
4th lev
el means
from Tree diagram O O 1 O
Evaluation Responsibilities
Remarks
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
36. New Seven Q.C. Tools
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
37. New Seven Q.C. Tools
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
38. New Seven Q.C. Tools
Arrow 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
39. New Seven Q.C. Tools
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
40. New Seven Q.C. Tools
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
41. New Seven Q.C. Tools
Arrow Diagrams
Constructing an Arrow Diagram (cont.)
Slide 6 0f 7
Record names and other necessary
information
Next, complete the diagram
Examine path, number nodes in
sequence from left to right
43. New Seven Q.C. Tools
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
44. 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
New Seven Q.C. Tools
Process Decisions Program
Charts
45. Advantages of PDPC’s (cont.)
Fosters cooperation and communication in
group
Easily modified and easily understood
Slide 3 0f 7
New Seven Q.C. Tools
Process Decisions Program
Charts
Start
GOAL
YES
YES
NO
NO
NO
NO
NO
YES
NO
NO
46. 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)
New Seven Q.C. Tools
Process Decisions Program
Charts
List activities to reach goal and potential
problems with each activity
47. 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
New Seven Q.C. Tools
Process Decisions Program
Charts
48. Constructing an PDPC (cont.)
Slide 6 0f 7
Next, complete the diagram
Examine to make sure all contingency
plans are adequate
New Seven Q.C. Tools
Process Decisions Program
Charts
49. Completing a PDPC
Slide 7 0f 7
New Seven Q.C. Tools
Process Decisions Program
Charts
Start
GOAL
YES
YES
NO
NO
NO
NO
NO
YES
NO
NO
Source: Nayatani,Y., The SevenNewQC Tools (Tokyo, Japan, 3A Corporation, 1984)
50. New Seven Q.C. Tools
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
51. New Seven Q.C. Tools
Matrix Data Analysis
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
52. New Seven Q.C. Tools
Matrix 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 establish
overall ranking (Divide by number of options
for average ranking)
Apply percentage weight to each option
(all weights should add up to 1)
53. New Seven Q.C. Tools
Matrix Data Analysis
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
54. New Seven Q.C. Tools
Matrix Data Analysis
Constructing a Prioritization Grid (cont.)
Slide 5 0f 6
See completed the diagram
Rank order the alternatives according to
importance
56. Review
New Seven Q.C. Tools
Affinity Diagrams
Relations Diagrams
Tree Diagrams
Matrix Diagrams
Arrow Diagrams
Process Decision Program Charts
Matrix Data Analysis
57. Mental Attitudes
- Keen awareness to the actual problem
- Eagerness to solve problem
- Be highly motivated for the challenge
Keys to Successfully Using the
New Seven Q.C. Tools
Slide 1 0f 5
Four Specific Keys
Understand the problem
Select the right tool for the job
Obtain appropriate verbal data
Interpret analytical results
58. Keys to Successfully Using the
New Seven Q.C. Tools
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
59. Keys to Successfully Using the
New 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.)
60. Keys to Successfully Using the
New Seven Q.C. Tools
Slide 4 0f 5
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
4 Specific Keys (cont.)
61. Keys to Successfully Using the
New Seven Q.C. Tools
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
4 Specific Keys (cont.)
62. Practical Application of
New 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 Diagram
”Abilities Required for Applying New Seven QC Tools”
63. Practical Application of
New Seven Q.C. Tools
Slide 2 0f 5
”Abilities Required for Applying New Seven QC Tools”
Use N7
Skillfully
Primary
Cause
Primary
Cause
Primary
Cause
Primary
Cause
Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001)
64. Practical Application of
New Seven Q.C. Tools
Slide 3 0f 5
”Abilities 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 standpoints
C Think systematically P Obtain appropriate verbal data
D Give opinions Q Expose core of problem
E Know what the problem is R Communicate well
F Extract necessary information S Accurately understand real problem
G Collect reliable verbal data T Have excellent intuition
H Think multidimensionally U See to heart of problem
I Obtain facts V Select appropriate type of verbal data
J Interpret analytical results W Think in terms of word-based diagram
K Generate ideas X Express genuine thoughts
L Know that distorted data is useless Y Hear and respect other's opinions
M Grasp overall pictured Z Generate highly accurate verbal data
65. Practical Application of
New Seven Q.C. Tools
Slide 4 0f 5
”Abilities Required for Applying New Seven QC Tools”
Use N7
Skillfully
Primary
Cause
Primary
Cause
Primary
Cause
B
T
R
Y
F
I
L
Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001)
66. Practical Application of
New Seven Q.C. Tools
Slide 5 0f 5
Solution for ”Abilities Required for Applying New Seven QC Tools”
Use N7
Skillfully
E
W J
P
B
T
H R
C
Z
Y
O
A
M
F S U
N
V
K
D
I Q
L
X
G
Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001)
67. Summary
New Seven Q.C. Tools
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
68. Bibliography
Foster, Thomas. Managing Quality. An Integrative Approach.
Upper Saddle River : Prentice Hall, 2001.
Nayatani, Yoshingobu, Eiga, Toru, Futami, Ryoji, Miyagawa,
Hiroyuki, and Loftus, John. The Seven New QC Tools: Practical
Applications for Managers. Tokyo : 3A Corporation, 1994.
“TQM: The 9 TQM Tools.” Internet
http://www.iqd.com/pfttools.htm.