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The New SevenThe New Seven
Q.C. ToolsQ.C. Tools A Training Presentation on the N7 A Training Presentation on the N7
By Christopher DiazBy Christopher Diaz
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W hat are theW hat are the
New Seven Q.C. ToolsNew Seven Q.C. Tools Affinity Diagrams
Relations DiagramsTree Diagrams
Matrix Diagrams
Arrow DiagramsProcess Decision Program Charts
Matrix Data Analysis
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Hi story of theHi story of the
New Seven Q.C. ToolsNew Seven Q.C. Tools
Committee of J.U.S.E. - 1972
Aim was to develop more QCtechniques with design approach
Work in conjunction with original BasicSeven Tools
New set of methods (N7) - 1977
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Hi story of theHi story of the
New Seven Q.C. ToolsNew 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 TQMeffectiveness
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W hat are theW hat are the
Bas ic Seven Q.C. Tools?Bas ic Seven Q.C. Tools?F low Charts
Run ChartsHistograms
Pareto Diagrams
Cause and Effect DiagramsScatter Diagrams
Control Charts
Theimage cannotbedisplayed. Your computer may nothaveenough memory toopen theimage,or theimagemay havebeen corrupted.Restartyour computer,and then open thefileagain.If thered x stillappears, you may havetodeletetheimage and then insertitagain.
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R elat i on Between New SevenR elat i on Between New SevenQ.C. Tools an d Bas ic SevenQ.C. Tools an d Bas ic Seven
ToolsToolsFACTS
Data
Numerical Data Verbal Data
Organize
The Seven New Tools
Information
The Basic Seven Tools
Generate Ideas
Formulate plans Analytical approach
Define problem aftercollecting numerical data
Define problem beforecollecting numerical data
SOURCE:NAYATANI, Y., THE SEVEN NEW QC TOOLS (TOKYO, JAPAN, 3A CORPORATION, 1984)
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Enhanced Capabilities
Generate ideasImprove planning
Eliminate errors and omissionsExplain problems intelligiblySecure full cooperation
Persuade powerfully
Benef i ts of In c orporat i ngBenef i ts of In c orporat i ng
New Seven Q.C. ToolsNew Seven Q.C. Tools
O rganize verbal data
Sl id e 1 0f 4
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Enhanced Keys to O rganizational Reform
Clarify the desired situationPrioritize tasks effectively
Proceed systematically Anticipate future eventsChange proactively
Get things right the first time
Benef i ts of In c orporat i ngBenef i ts of In c orporat i ng
New Seven Q.C. ToolsNew Seven Q.C. Tools
Assess situations from various angles
Sl id e 2 0f 4
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F ive O bjectives of O rganizational Reform
which will establish a Culture that:
Gives importance to planning
Stresses the importance of the processPrioritizes tasksEncourages everyone to thinksystematically
Benef i ts of In c orporat i ngBenef i ts of In c orporat i ng
New Seven Q.C. ToolsNew Seven Q.C. ToolsSl id e 3 0f 4
Identifies problems
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Benef i ts of In c orporat i ngBenef i ts of In c orporat i ng
New Seven Q.C. ToolsNew Seven Q.C. ToolsUnstructured Problem [must be put into solvable form]
Problem is mapped
Problem becomesobvious to all
Problem is in solvable formProblem is in solvable form
Sl id e 4 0f 4
Th e Seven New ToolsTh e Seven New Tools
Thoughts areeasily organized
Things go well
People understand problem
Cooperation isobtained
Countermeasuresare on target
Problem becomesobvious to all
Nub of problemis identifiedProblem can beclearly articulated
Plans areeasily laid
Nothing isomitted
SOURCE:NAYATANI, Y., THE SEVEN NEW QC TOOLS (TOKYO, JAPAN, 3A CORPORATION, 1984)
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Aff i n i ty D i agramsAff i n i ty D i agramsFor Pinpointing th e P ro blem in a Chaotic For Pinpointing th e P ro blem in a Chaotic S
ituation and
Gen
erating
Solution
Strat
egi
esSituation
and
Gen
erating
Solution
Strat
egi
esGathers large amounts of intertwinedverbal data (ideas, opinions, issues)O
rganizes the data into groups basedon natural relationshipMakes it feasible for further analysis
and to find a solution to the problem.
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Aff i n i ty D i agramsAff i n i ty D i agrams A dvantag es of A ffinity Diagrams A dvantag es of A ffinity Diagrams
Facilitates breakthrough thinking andstimulate fresh ideasPermits the problem to be pinned downaccuratelyEnsures everyone clearly recognizes theproblemIncorporates opinions of entire group
Sl id e 2 0f 7
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Aff i n i ty D i agramsAff i n i ty D i agrams A dvantag es of A ffinity Diagrams A dvantag es of A ffinity Diagrams (cont .)(cont .)
Fosters team spirit Raises everyone s level of awarenessSpurs to the group into action
Sl id e 3 0f 7
Topic
Affinity StatementData CardData Card
Data CardData Card
Affinity StatementData CardData Card
Data CardData Card
Affinity StatementData CardData Card
Data Card
Affinity StatementData CardData Card
Data CardData Card
Data Card Data Card
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Aff i n i ty D i agramsAff i n i ty D i agramsC onstructing an A ffinity Diagram C onstructing an A ffinity Diagram
Group Method A pproach Group Method A pproach
Sl id e 4 0f 7
Select a topicCollect verbal data by brainstormingDiscuss info collected until everyoneunderstands it thoroughlyWrite each item on separate data cardSpread out all cards on table
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Aff i n i ty D i agramsAff i n i ty D i agramsC onstructing an A ffinity Diagram C onstructing an A ffinity Diagram
Group Method A pproach Group Method A pproach (cont .)(cont .)
Sl id e 5 0f 7
Move data cards into groups of similarthemes (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 5groups
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Aff i n i ty D i agramsAff i n i ty D i agramsC onstructing an A ffinity Diagram C onstructing an A ffinity Diagram
Group Method A pproach Group Method A pproach (cont .)(cont .)
Sl id e 6 0f 7
Lay the groups outs, keeping the affinityclusters together
Next, complete the diagram
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Aff i n i ty D i agramsAff i n i ty D i agramsC ompl eting an A ffinity Diagram C ompl eting an A ffinity Diagram
Sl id e 7 0f 7
Topic
Affinity Statement
Data CardData Card
Data CardData Card
Affinity Statement
Data CardData Card
Data CardData Card
Affinity Statement
Data CardData Card
Data Card
Affinity Statement
Data CardData Card
Data CardData Card
Data Card Data Card
SOURCE:NAYATANI, Y., THE SEVEN NEW QC TOOLS (TOKYO, JAPAN, 3A CORPORATION, 1984)
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New Seven Q.C. ToolsNew Seven Q.C. Tools
R elat i ons D i agramsR elat i ons D i agramsFor Finding Solutions Strat egi es by C larifying For Finding Solutions Strat egi es by C larifying Relationships with C ompl ex I nt err e lat ed C aus es R e lationships with C ompl ex I nt err e lat ed C aus es
Resolves tangled issues by unravelingthe logical connection
Allows for Multi-directional thinkingrather than linear Also known as Interrelationship
diagrams
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New Seven Q.C. ToolsNew Seven Q.C. Tools
R elat i ons D i agramsR elat i ons D i agrams A dvantag es of R elations Diagrams A dvantag es of R elations Diagrams
Useful at planning stage for obtainingperspective on overall situationFacilitates consensus among team
Assists to develop and change people sthinkingEnables priorities to be identifiedaccurately
Sl id e 2 0f 7
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New Seven Q.C. ToolsNew Seven Q.C. Tools
R elat i ons D i agramsR elat i ons D i agrams A dvantag es of R elations Diagrams A dvantag es of R elations Diagrams (cont .)(cont .)
Makes the problem recognizable byclarifying the relationships among causes
Sl id e 3 0f 7
W hy doesntX h appen?
Primar y Cause
Primar y Cause
Primar y Cause
Primar y Cause
TertiaryCause
SecondaryCause
SecondaryCause
SecondaryCause
Secondary
Cause
TertiaryCause
4th levelCause
TertiaryCause
TertiaryCause
4th levelCause 5th levelCause
6th levelCause
TertiaryCause
SecondaryCause
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New Seven Q.C. ToolsNew Seven Q.C. Tools
R elat i ons D i agramsR elat i ons D i agramsC onstructing a R elations Diagram C onstructing a R elations Diagram
Group Method A pproach Group Method A pproach
Sl id e 4 0f 7
Express the problem in form of Whyisn t something happening?Each member lists 5 causes affecting
problem
Discuss info collected until everyoneunderstands it thoroughly
Write each item on a card
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New Seven Q.C. ToolsNew Seven Q.C. Tools
R elat i ons D i agramsR elat i ons D i agramsC onstructing a R elations Diagram C onstructing a R elations Diagram
Group Method A pproach Group Method A pproach (cont .)(cont .)
Sl id e 5 0f 7
Move cards into similar groups Asking why, explore the cause-effect relationships, and divide the cards into
primary, secondary and tertiary causesConnect all cards by these relationshipsFurther discuss until all possible causes
have been identified
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New Seven Q.C. ToolsNew Seven Q.C. Tools
R elat i ons D i agramsR elat i ons D i agramsC onstructing a R elations Diagram C onstructing a R elations Diagram
Group Method A pproach Group Method A pproach (cont .)(cont .)
Sl id e 6 0f 7
Connect all related groups
Next, complete the diagram
Review whole diagram looking forrelationships among causes
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New Seven Q.C. ToolsNew Seven Q.C. Tools
R elat i ons D i agramsR elat i ons D i agramsC ompl eting a R elations Diagram C ompl eting a R elations Diagram
Sl id e 7 0f 7
W hy doesntX h appen?
Primar y Cause
Primar y Cause
Primar y Cause
Primar y Cause
TertiaryCause
SecondaryCause
SecondaryCause
SecondaryCause
SecondaryCause
TertiaryCause
4th level
Cause
TertiaryCause
TertiaryCause
4th level
Cause
5th level
Cause
6th levelCause
TertiaryCause
SecondaryCause
SOURCE:NAYATANI, Y., THE SEVEN NEW QC TOOLS (TOKYO, JAPAN, 3A CORPORATION, 1984)
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Tree D i agramsTree D i agramsFor Syst ematically Pursuing th e Be st Strat egi es For Syst ematically Pursuing th e Be st Strat egi es for A ttaining an Obje ctiv efor A ttaining an Obje ctiv e
Develops a succession of strategies forachieving objectives
Reveals methods to achieve the results. Also known as Systematic diagrams orDendrograms
Sl id e 1 0f 5
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Tree D i agramsTree D i agrams A dvantag es of Tr ee D iagrams A dvantag es of Tr ee D iagrams
Systematic and logical approach is lesslikely that items are omittedFacilitates agreement among team
Are extremely convincing with strategies
Sl id e 2 0f 5
ToAccomplis h
Primary means
Constraints
Secondary means
Secondary means3rd means3rd means3rd means
3rd means
4th means4th means
4th means4th means4th means4th means4th means
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Discuss means of achieving objective(primary means, first level strategy)
New Seven Q.C. ToolsNew Seven Q.C. Tools
Tree D i agramsTree D i agramsC onstructing a Tr ee D iagram C onstructing a Tr ee D iagram
Group Method A pproach Group Method A pproach
Sl id e 3 0f 5
Write Relations Diagram topic (O bjectivecard)
Identify constraints on how objective
can be achieved
Take each primary mean, write ob-
jective for achieving it (secondary means)
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Tree D i agramsTree D i agramsC onstructing an Tr ee D iagram C onstructing an Tr ee D iagram
Group Method A pproach Group Method A pproach (cont .)(cont .)
Sl id e 4 0f 5
Continue to expand to the fourth levelReview each system of means in bothdirections (from objective to means and means toobjective)
Add more cards if neededConnect all levels
Next, complete the diagram
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Matr ix D i agramsMatr ix D i agramsFor C larifying Pro bl ems by Thinking For C larifying Pro bl ems by Thinking Multidim ensionally Multidim ensionally
Consists of a two-dimensional array todetermine location and nature of problemDiscovers key ideas by relationshipsrepresented by the cells in matrix.
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Matr ix D i agramsMatr ix D i agrams A dvantag es of Matri x Diagrams A dvantag es of Matri x Diagrams (cont .)(cont .)
5 types: L-shaped, T-shaped, Y-shaped,X-shaped, and C-shaped
Sl id e 3 0f 7
O O =1 O =4 PrincipalO =2 O X =5 O Subsidiary
=3 X =6
E f f i c a
c y
P r a c
t i c a
b i l
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
S e c t
i o n
/ P l
M a n a g e r
L e a d e r
M e m
b e r
4th level meansfrom Tree diagram O O 1 O
4th level meansfrom Tree diagram O O 1 O Hold 4 times/month
4th level meansfrom Tree diagram O 3 O At every meeting
4th level meansfrom Tree diagram O 2 O
4th level meansfrom Tree diagram O X 5 O At least 3 times/year/person
4th level means
from Tree diagramO O 1 O O
4th level meansfrom Tree diagram 4 O
Evaluation Responsibilities
Remarks
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Matr ix D i agramsMatr ix D i agramsC onstructing a Matri x Diagram C onstructing a Matri x Diagram
Sl id e 4 0f 7
Write final-level means from Treediagram forming vertical axisWrite in Evaluation categories (efficacy,practicability, and rank) on horizontal axis.
Write names along horizontal axis
Examine final-level means to identifywhom will implement them
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Matr ix D i agramsMatr ix D i agramsC onstructing a Matri x Diagram C onstructing a Matri x Diagram (cont .)(cont .)
Sl id e 5 0f 7
Label group of columns as ResponsibilitiesLabel right-hand end of horizontal axisas RemarksExamine each cell and insert the
appropriate symbol:Efficacy: O= good, = satisfactory, X = none
Practicability: O= good, = satisfactory, X = none
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Matr ix D i agramsMatr ix D i agramsC onstructing a Matri x Diagram C onstructing a Matri x Diagram (cont .)(cont .)
Sl id e 6 0f 7
F ill out remarks column and recordmeanings of symbol
Next, complete the diagram
Examine cells under R esponsibilityColumns, insert double-circle for
Principal and single-circle for Subsidiary
Determine score for each combinationof symbols, record in rank column
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Matr ix D i agramsMatr ix D i agramsC ompl eting a Matri x Diagram C ompl eting a Matri x Diagram
Sl id e 7 0f 7
O O =1 O =4 PrincipalO =2 O X =5 O Subsidiary
=3 X =6
E f f i c a c y
P r a c t i c a b i l i t
R a n k
S i t e Q C c i r c
S e c t i o n / P l a
Q C c i r c l e s
S e c t i o n / P l a
M a n a g e r
L e a d e r
M e m b e r
4th level meansfrom Tree diagram O O 1 O
4th level meansfrom Tree diagram O O 1 O Hold 4 times/month
4th level means
from Tree diagram O 3 O At every meeting4th level meansfrom Tree diagram O 2 O
4th level meansfrom Tree diagram O X 5 O At least 3 times/year/person
4th level meansfrom Tree diagram O O 1 O O
4th level meansfrom Tree diagram 4 O
4th level meansfrom Tree diagram O 2 O
4th level meansfrom Tree diagram O O 1 O
4th level meansfrom Tree diagram O O 1 O
Evalua tion Re sponsibilitie s
Remarks
SOURCE:NAYATANI, Y., THE SEVEN NEW QC TOOLS (TOKYO, JAPAN, 3A CORPORATION, 1984)
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Arrow D i agramsArrow D i agramsFor Working O ut O ptimal Sch edul es and For Working O ut O ptimal Sch edul es and C ontrolling Th em Eff ectiv e ly C ontrolling Th em Eff ectiv e ly
Shows relationships among tasksneeded to implement a planNetwork technique using nodes forevents and arrows for activitiesUsed in PERT (Program Evaluation and ReviewTechnique)
and CPM(Critical Path Method)
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Arrow D i agramsArrow D i agrams A dvantag es of A rrow Diagrams A dvantag es of A rrow Diagrams
Allows overall task to viewed and potentialsnags to be identified before work startsLeads to discovery of possibleimprovementsMakes it easy to monitor progress of workDeals promptly with changes to planImproves communication among team
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Arrow D i agramsArrow D i agrams A dvantag es of A rrow Diagrams A dvantag es of A rrow Diagrams (cont .)(cont .)
Promotes understanding and agreement among group
Sl id e 3 0f 7
Strateg y
1
Constraints
Activity
2
4
3 5 9
6 8
7
10 1 3
12
11
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Arrow D i agramsArrow D i agramsC onstructing an A rrow Diagram C onstructing an A rrow Diagram
Sl id e 4 0f 7
From strategies on Tree diagram, select one (O bjective of Arrow Diagram)Identify constraints to O bjective
Write all essential activities on separatecards
List all activities necessary to achievingO bjective
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Arrow D i agramsArrow D i agramsC onstructing an A rrow Diagram C onstructing an A rrow Diagram (cont .)(cont .)
Sl id e 5 0f 7
O rganize cards in sequential order of activitiesRemove any duplicate activitiesReview order of activities, find
sequence with greatest amount of activities Arrange parallel activities
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Arrow D i agramsArrow D i agramsC ompl eting an A rrow Diagram C ompl eting an A rrow Diagram
Sl id e 7 0f 7
Strateg y
1
Constraints
Activity2
4
3 5 9
6 8
7
10 1 3
12
11
SOURCE:NAYATANI, Y., THE SEVEN NEW QC TOOLS(TOKYO, JAPAN, 3A CORPORATION, 1984)
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Pro c ess De ci s i ons ProgramPro c ess De ci s i ons Program
ChartsChartsFor Producing th e De sir ed R esult from Many For Producing th e De sir ed R esult from Many Possi bl e O utcom es Possi bl e O utcom es
Used to plan various contingenciesUsed for getting activities back on track
Steers events in required direction if unanticipated problems occurF inds feasible counter measures to
overcome problems
Sl id e 1 0f 7
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A dvantag es of Proc ess Decisions Program A dvantag es of Proc ess Decisions Program C harts (PDPC s) C harts (PDPC s)
Faci litat es for ecasting Us es past to antici pat e conting enci es Ena bles pro blems to pin point ed Illustrat es ho w e v ents wi ll be dir ect ed to s ucc essf ul conc lusion Ena bles thos e invo lv ed to und erstand
d ecision -ma kers int entions
Sl id e 2 0f 7
New Seven Q.C. ToolsNew Seven Q.C. Tools
Pro c ess De ci s i ons ProgramPro c ess De ci s i ons Program
ChartsCharts
ll
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A dvantag es of PDPC s A dvantag es of PDPC s (cont . ) (cont . ) Fost er s coo per at ion and co mmu n icat ion in g ro upEas ily mod if ied and eas ily und er stood
Sl id e 3 0f 7
New Seven Q.C. ToolsNew Seven Q.C. Tools
Pro c ess De ci s i ons ProgramPro c ess De ci s i ons Program
ChartsCharts
Start
GOAL
YE SYE S
NONONO
NO
NO
YE S
NONO
N S Q C T lN S Q C T l
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C onstructing a PDPC C onstructing a PDPC Sl id e 4 0f 7
Select a highly effective, but difficult strategy from the Tree diagramDecide on a goal (most desirable outcome)
Identify constraints of objectiveIdentify existing situation(Starting point)
New Seven Q.C. ToolsNew Seven Q.C. Tools
Pro c ess De ci s i ons ProgramPro c ess De ci s i ons Program
ChartsCharts
List activities to reach goal and potentialproblems with each activity
N S Q C T lN S Q C T l
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C onstructing an PDPC C onstructing an PDPC (cont . ) (cont . ) Sl id e 5 0f 7
Review list. Add extra activities orproblems not thought of previouslyPrepare contingency plan for each stepand review what action is needed if
step is not achievedExamine carefully to check forinconsistencies and all important factorsare included
New Seven Q.C. ToolsNew Seven Q.C. Tools
Pro c ess De ci s i ons ProgramPro c ess De ci s i ons Program
ChartsCharts
N S Q C T lN S Q C T l
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C onstructing an PDPC C onstructing an PDPC (cont . ) (cont . ) Sl id e 6 0f 7
Next , co mple t e t he d iagra m
Examine to make sure all contingencyplans are adequate
New Seven Q.C. ToolsNew Seven Q.C. Tools
Pro c ess De ci s i ons ProgramPro c ess De ci s i ons Program
ChartsCharts
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Matr ix
Data AnalysisMatr
ixData Analys
is
P rincipal C ompon ent A nalysis P rincipal C ompon ent A nalysis Technique quantifies and arranges datapresented in MatrixBased solely on numerical dataF inds indicators that differentiate andattempt to clarify large amount of information
Sl id e 1 0f 6
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Matr ix
Data AnalysisMatr
ixData Analys
is
C onstructing a P rioritization Grid C onstructing a P rioritization Grid SOURCE: FOSTER, S., MANAGING QUALITY (UPPER SADDLE RIVER, NJ: PRENTICE HALL, 2001)
Sl id e 3 0f 6
Determine your goal, your alternatives,and criteria for decisionPlace selection in order of importance
Sum individual ratings to establishoverall ranking (Divide by number of optionsfor average ranking)
Apply percentage weight to each option(all weights should add up to 1)
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Matr ix
Data AnalysisMatr
ixData Analys
is
C onstructing a P rioritization Grid C onstructing a P rioritization Grid (cont . ) (cont . ) Sl id e 4 0f 6
Rank order each option with respect tocriterion (Average the rankings and apply acompleted ranking)Multiply weight by associated rank inMatrix (in example, 4 is best, 1 is worst)Result is Importance Score
Add up Importance Scores for eachoption
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New Seven Q.C. ToolsNew Seven Q.C. Tools
Matr ix
Data AnalysisMatr
ixData Analys
is
C onstructing a P rioritization Grid C onstructing a P rioritization Grid (cont . ) (cont . ) Sl id e 5 0f 6
See co mple t ed t he diagra m
Rank order the alternatives according toimportance
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R ev i ewR ev i ew
New Seven Q.C. ToolsNew Seven Q.C. Tools Affinity Diagrams
Relations Diagrams
Tree Diagrams
Matrix Diagrams
Arrow DiagramsProcess Decision Program ChartsMatrix Data Analysis
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Mental Attitudes- Keen awareness to the actual problem- Eagerness to solve problem- Be highly motivated for the challenge
K eys to Su cc essfully Us i ng theK eys to Su cc essfully Us i ng the
New Seven Q.C. ToolsNew Seven Q.C. Tools Sl id e 1 0f 5
Four Specific KeysUnderstand the problemSelect the right tool for the jobO btain appropriate verbal dataInterpret analytical results
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K eys to Su cc essfully Us i ng theK eys to Su cc essfully Us i ng the
New Seven Q.C. ToolsNew Seven Q.C. Tools Sl id e 2 0f 5
Understand the problemStage 1 - problem is unclear and not obvious
what exact issue should be addressedStage 2 - problem is obvious, but causes unknown
explore causes and single out valid onesStage 3 - problem and causes are known
required action is unknownstrategies and plan must be developed
4 Speci f ic Key s4 Speci f ic Key s
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K eys to Su cc essfully Us i ng theK eys to Su cc essfully Us i ng the
New Seven Q.C. ToolsNew Seven Q.C. Tools Sl id e 3 0f 5
Selecting Right tool for the JobStage 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 S p ecific Keys4 S p ecific Keys (cont.)(cont.)
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K eys to Su cc essfully Us i ng theK eys to Su cc essfully Us i ng the
New Seven Q.C. ToolsNew Seven Q.C. Tools Sl id e 4 0f 5
O btaining appropriate verbal dataThree types of verbal data:
- Facts ; factual observations expressed in words- O pinions ; 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 Keys4 Specific Keys ( cont. ) ( cont. )
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K eys to Su cc essfully Us i ng theK eys to Su cc essfully Us i ng the
New Seven Q.C. ToolsNew Seven Q.C. Tools Sl id e 5 0f 5
Interpreting Analytical ResultsInformation must be obtained for accomplishingobjectives 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 Keys4 Specific Keys ( cont. ) ( cont. )
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Pra c t ic al Appl ic at i on of Pra c t ic al Appl ic at i on of
New Seven Q.C. ToolsNew Seven Q.C. Tools Sl id e 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 DiagramExample; Relations DiagramAbilities Required for Applying New Seven QC ToolsAbilities Required for Applying New Seven QC Tools
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Pra c t ic al Appl ic at i on of Pra c t ic al Appl ic at i on of
New Seven Q.C. ToolsNew Seven Q.C. Tools Sl id e 3 0f 5 A biliti es R eq uir ed for A pplying New Sev en QC Tools A biliti es R eq uir ed for A pplying New Sev en QC Tools
C aus e S tat em ents (hints ar e in y e llow) (hints ar e in y e llow) A Interpret data clearly N Understand seriousness of problemB Select appropriate tool O Think flexibly from various standpointsC Think systematically P Obtain appropriate verbal dataD Give opinions Q Expose core of problemE Know what the problem is R Communicate wellF Extract necessary information S Accurately understand real problem
G Collect reliable verbal data T Have excellent intuitionH Think multidimensionally U See to heart of problemI Obtain facts V Select appropriate type of verbal dataJ Interpret analytical results W Think in terms of word-based diagramK Generate ideas X Express genuine thoughtsL Know that distorted data is useless Y Hear and respect other's opinionsM Grasp overall pictured Z Generate highly accurate verbal data
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Pra c t ic al Appl ic at i on of Pra c t ic al Appl ic at i on of
New Seven Q.C. ToolsNew Seven Q.C. Tools Sl id e 4 0f 5 A biliti es R eq uir ed for A pplying New Sev en QC Tools A biliti es R eq uir ed for A pplying New Sev en QC Tools
Use N7Skillfull y
Primar y Cause
Primar y Cause
Primar y Cause
B
T
R
Y
F
I
L
Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001)
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SummarySummary
New Seven Q.C. ToolsNew Seven Q.C. Tools
1- Provide Training in Thinking2- Raise People s Problem Solving Confidence3- Increase People s Ability to Predict Future Events
Benefits of Ne w Seven Q.C. Tools
1- Express verbal data diagrammatically2- Make information visible3- O rganize information intelligibly4- Clarify overall picture and fine details
5- Get more people involved
Roles of Ne w Seven Q.C. Tools
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B ib l i ographyB ib l i ography
Foster, Thomas.Foster, Thomas. Managing Quality. An Integrative ApproachManaging Quality. An Integrative Approach. .Upper Saddle River : Prentice Hall, 2001.Upper Saddle River : Prentice Hall, 2001.
Nayatani, Yoshingobu, Eiga, Toru, Futami, Ryoji, Miyagawa,Nayatani, Yoshingobu, Eiga, Toru, Futami, Ryoji, Miyagawa,Hiroyuki, and Loftus, JHiroyuki, and Loftus, John.ohn. The Seven New QC Tools: PracticalThe Seven New QC Tools: Practical Applications for Managers. Applications for Managers. Tokyo : 3A Corporation, 1994.Tokyo : 3A Corporation, 1994.
TQM: The 9 TQM Tools. Internet TQM: The 9 TQM Tools. Internet http://www.iqd.com/pfttools.htm.http://www.iqd.com/pfttools.htm.