The seven new management and planning.pptx

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1. FACILITATED BY / HAMADA AHMED MOHAMED FOCUSERA Co-FOUNDER The seven new management and planning  tools

2. Visual Definition of Problem Gap between current condition, (what is), and the desired performance level, (what must be, should be or could be) This gap can exist in a process, product or system A problem can only be considered to be valid if “what should be” is specified

3. Where do “gaps” arise? Customer complaint Nonconforming output of a process Out of control process Management systems not being followed Safety incidents Environmental “releases” Goals not being achieved Can be actual, potential or generated

4. Communication of Problems

5. CREI Problem Statement A tool for communicating the gap : Concern: what is wrong; statement of nonconformity Requirement: what should be; documented requirement or reference to Evidence: data demonstrating that something is wrong; objective evidence observed that supports statement of nonconformity (Impact): how significant is the problem from a performance and/or cost standpoint

6. Concern What is wrong? What is different than what should be? May be recognized as a symptom, (effect), or as a failure condition, (failure mode) Define in terms of requirement, (language of organization)

7. Requirement What should be Must be defined and valid Can be found in procedures, policies, drawings, specifications, etc. #1 reason problems are not effectively solved is that Requirement is not clearly known or defined Reference where Requirement can be found State as defined in Requirement document

8. Evidence Demonstrates requirement is not being fulfilled Data initially gathered associated with problem Objective evidence collected while auditing process or system Must be verifiable Can be tangible, a statement of admission or observed

9. Impact How big is the problem? How much does it cost? Is the customer affected? Is it affecting fulfillment of organizational goals? Refer to effect and severity ranking on FMEA for performance impact Also consider cost impact In the case of auditing findings: typically, auditors do not cite Impact as this could be viewed as subjective Impact should be determined by auditee upon their review of the audit finding

10. Utilizing CREI Format Incorporate these fields on problem solving and nonconformance report formats to prompt complete recording of information re: problems May require some investigation to identify necessary information for completing CREI statement, especially location and actual statement of “Requirement” Critical success factor to effective problem solving is consistent and complete communication of problem condition

11. Problem Categories and Problem Solving Approaches

12. Types of Problems Simple, cause known; “Just do it” issues Complex, cause unknown; need to dig deeper issues Sometimes the financial impact of a problem dictates how it will be classified

13. What is QC Problem Solving ? “Problem solving, the isolation and analysis of a problem and the development of a permanent solution, is an integral part of the quality-improvement process”. Not hit or miss, but objective and systematic Not directed at symptoms, but rather at root causes

14. Problem Solving Process Follow Up Idea Generation Symptom Recognition Fact Finding Problem Identification Solution Development Plan Implementation

15. The Secret to Solving Problems The source of every problem is a process : typically the gap is found in the output of the process The cause of every problem is one or more process factors not behaving as they should Understanding the relationship between process factors and process outputs is important to effective problem solving Data about the process and the problem is required to gain enough understanding to effectively solve any problem The result of any problem solving effort is increased knowledge about processes and their outputs

16. Process View System Processes = Policies, Objectives & Practices (how an organization does business) Planning Processes apply System to fulfill customer requirements Producing Processes to accomplish Plans Products/Services = output of producing Processes

17. 80% of problems are external to QC organizations Quality problems transcend individual functions Companies need multi-discipline problem solving approach Management involvement and commitment is crucial Why Problem Solving Skills Important ?

18. Understand and utilize a systematic problem solving process Ask the right questions Present information clearly and unambiguously Make judgments based on information Why Problem Solving Skills Important ?

19. PDCA: Implementation The Deming cycle : Originally developed by Walter Shewart , but renamed in 1950s because Deming promoted it extensively.

20. Plan – Study the current system; identifying problems; testing theories of causes; and developing solutions . Do – Plan is implemented on a trial basis. Data collected and documented . Study – Determine whether the trial plan is working correctly by evaluating the results . Act – Improvements are standardized and final plan is implemented . Kaizen: Implementation

21. 10 Problem Solving Steps Recognize Problem Form quality improvement teams Evaluate Solution Ensure performance Analyze Problem Identify Possible Solutions Determine Possible Causes Define Problem Implement Solution Continuous improvement PLAN DO ACT STUDY

22. Plan: study current situation Do: implement plan on trial basis Study: determine if trial is working correctly Act: standardize improvements

23. Brainstorming Brainstorming to encourage creative thinking and generation of ideas Purpose - generate a list of problems opportunities ideas Success requires no criticism no arguing no negativism no evaluation Construct a “Why-why” diagram List problem statement Ask why 5 times; record responses Problems for “Why-Why” discussion

24. Affinity Diagrams What are the New Seven Q.C. Tools Relations Diagrams Tree Diagrams Matrix Diagrams Arrow Diagrams Process Decision Program Charts Matrix Data Analysis

25. 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

26. 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

27. Flow Charts What are the Basic Seven Q.C. Tools? Run Charts Histograms Pareto Diagrams Cause and Effect Diagrams Scatter Diagrams Control Charts

28. 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)

29. Enhanced Capabilities Benefits of Incorporating New Seven Q.C. Tools Generate ideas Improve planning Eliminate errors and omissions Explain problems intelligibly Secure full cooperation Persuade powerfully Organize verbal data

30. Benefits of Incorporating New Seven Q.C. Tools Clarify the desired situation Prioritize tasks effectively Proceed systematically Anticipate future events Change proactively Get things right the first time Assess situations from various angles

31. Benefits of Incorporating New Seven Q.C. Tools Gives importance to planning Stresses the importance of the process Prioritizes tasks Encourages everyone to think systematically Identifies problems

32. 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 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)

33. 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.

34. 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

35. 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 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

36. 3 Steps for Creating an Affinity Diagram Capture : Record each idea with a marking pen on a separate sticky note or card Group : Look for ideas that seem to be related in some way and place them side by side Label : labeling each group of cards into categories and eliminate duplicate ideas.

37. New Seven Q.C. Tools Affinity Diagrams Constructing an Affinity Diagram Group Method Approach Select a topic Collect verbal data by brainstorming Discuss info collected until everyone understands it thoroughly Write each item on separate data card Spread out all cards on table

38. New Seven Q.C. Tools Affinity Diagrams Constructing an Affinity Diagram Group Method Approach (cont.) 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

39. New Seven Q.C. Tools Affinity Diagrams Constructing an Affinity Diagram Group Method Approach (cont.) Lay the groups outs, keeping the affinity clusters together Next, complete the diagram

40. New Seven Q.C. Tools Affinity Diagrams Completing an Affinity Diagram 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)

41. 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

42. 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

43. New Seven Q.C. Tools Relations Diagrams Advantages of Relations Diagrams (cont.) Makes the problem recognizable by clarifying the relationships among causes 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

44. New Seven Q.C. Tools Relations Diagrams Constructing a Relations Diagram Group Method Approach 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

45. New Seven Q.C. Tools Relations Diagrams Constructing a Relations Diagram Group Method Approach (cont.) 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

46. New Seven Q.C. Tools Relations Diagrams Constructing a Relations Diagram Group Method Approach (cont.) Connect all related groups Next, complete the diagram Review whole diagram looking for relationships among causes

47. New Seven Q.C. Tools Relations Diagrams Completing a Relations Diagram 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)

48. 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

49. 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 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

50. Discuss means of achieving objective (primary means, first level strategy) New Seven Q.C. Tools Tree Diagrams Constructing a Tree Diagram Group Method Approach 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)

51. New Seven Q.C. Tools Tree Diagrams Constructing an Tree Diagram Group Method Approach (cont.) 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

52. New Seven Q.C. Tools Tree Diagrams Completing a Tree Diagram To Accomplish 3rd means 3rd means Primary means 3rd means 3rd means Constraints Primary means Secondary means Secondary means Secondary means Secondary means 3rd means 3rd means 3rd means 3rd means 4th means 4th means 4th means 4th means 4th means 4th means 4th means 4th means 4th means 4th means 4th means 4th means Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)

53. 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.

54. 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.

55. 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

56. New Seven Q.C. Tools Matrix Diagrams Constructing a Matrix Diagram 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

57. New Seven Q.C. Tools Matrix Diagrams Constructing a Matrix Diagram (cont.) 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

58. New Seven Q.C. Tools Matrix Diagrams Constructing a Matrix Diagram (cont.) 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

59. New Seven Q.C. Tools Matrix Diagrams Completing a Matrix Diagram Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)

60. Definition ACTIVITY NETWORK DIAGRAM http://syque.com/quality_tools/toolbook/PDPC/example.htm This tool is used to plan the appropriate sequence or schedule for a set of tasks and related subtasks. It is used when subtasks must occur in parallel. The diagram enables one to determine the critical path (longest sequence of tasks). (See also PERT diagram.) Two Types Arrow on Node Arrow on Arrow

61. 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)

62. 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

63. New Seven Q.C. Tools Arrow Diagrams Advantages of Arrow Diagrams (cont.) Promotes understanding and agreement among group Strategy 1 Constraints Activity 2 4 3 5 9 6 8 7 10 13 12 11

64. Process ACTIVITY NETWORK DIAGRAM Drawing the Network List all the necessary tasks in the project or process. One convenient method is to write each task on the top half of a card or sticky note. Across the middle of the card, draw a horizontal arrow pointing right. Determine the correct sequence of the tasks. Do this by asking three questions for each task: Which tasks must happen before this one can begin? Which tasks can be done at the same time as this one? Which tasks should happen immediately after this one? It can be useful to create a table with four columns —prior tasks, this task, simultaneous tasks, following tasks. http://www.asq.org/learn-about-quality/new-management-planning-tools/overview/arrow-diagram.html

65. Process ACTIVITY NETWORK DIAGRAM http://www.asq.org/learn-about-quality/new-management-planning-tools/overview/arrow-diagram.html Diagram the network of tasks. If you are using notes or cards, arrange them in sequence on a large piece of paper. Time should flow from left to right and concurrent tasks should be vertically aligned. Leave space between the cards. Between each two tasks, draw circles for “events.” An event marks the beginning or end of a task. Thus, events are nodes that separate tasks.

66. Process ACTIVITY NETWORK DIAGRAM http://www.asq.org/learn-about-quality/new-management-planning-tools/overview/arrow-diagram.html Look for three common problem situations and redraw them using “dummies” or extra events. A dummy is an arrow drawn with dotted lines used to separate tasks that would otherwise start and stop with the same events or to show logical sequence. Dummies are not real tasks.

67. Process ACTIVITY NETWORK DIAGRAM In the activity on arrow (AOA) diagram each activity is represented by an arrow connecting two circles ( nodes ) The nodes represent transitions between activities – referred to as events The duration of an activity is written by the arrow representing it. Example shows activity (A), the duration of which is four days, between events 1 and 2. PM Lecture/Network Analysis/CPM Slide 4/ Paul Forrester/University of Birmingham

68. Process AOA ACTIVITY NETWORK DIAGRAM Time is denoted on AOA diagrams in the top and bottom right-hand quadrants of the nodes, thus: Event Number Earliest Start (ES) Time for any activity leaving event 3 Latest Finish (LS) Time for any activity entering event 3 (without putting the project as a whole behind schedule) PM Lecture/Network Analysis/CPM Slide 5/ Paul Forrester/University of Birmingham

69. Process ACTIVITY NETWORK DIAGRAM In the activity on node (AON) diagram, each activity is represented by a rectangular box – the arrows merely indicate precedence. AON networks do not need dummies to maintain logic of precedence. More information is normally included on the AON diagram. Most computer packages for project planning and control tend to use AON notation. PM Lecture/Network Analysis/CPM Slide 16/ Paul Forrester/University of Birmingham

70. Process AON ACTIVITY NETWORK DIAGRAM AON notations do vary, but below is the most commonly used Earliest Start time Duration Earliest finish time Latest Start time Total Float Latest finish time Activity Number and Activity description ES d EF LS TF LF Activity Shorthand notation PM Lecture/Network Analysis/CPM Slide 17/ Paul Forrester/University of Birmingham

71. Process ACTIVITY NETWORK DIAGRAM First do a forward pass to note down the duration and the Earliest finish and start times Then a backward pass is done to fill in the Latest finish, start and total float times PM Lecture/Network Analysis/CPM Slide 16/ Paul Forrester/University of Birmingham

72. ACTIVITY NETWORK DIAGRAM Example PM Lecture/Network Analysis/CPM Slide 18/ Paul Forrester/University of Birmingham Activity Time (days) Immediate Predecessors A 2 - B 7 - C 4 A D 3 A E 2 B,C F 3 D,E

73. Process forward pass ACTIVITY NETWORK DIAGRAM PM Lecture/Network Analysis/CPM Slide 19/ Paul Forrester/University of Birmingham 2 2 LS TF LF A 7 7 LS TF LF B 2 4 6 LS TF LF C 2 3 5 LS TF LF D 7 2 9 LS TF LF E 9 3 12 LS TF LF F

74. Process backward pass ACTIVITY NETWORK DIAGRAM PM Lecture/Network Analysis/CPM Slide 20/ Paul Forrester/University of Birmingham 2 2 1 TF 3 A 7 7 TF 7 B 2 4 6 3 TF 7 C 2 3 5 6 TF 9 D 7 2 9 7 TF 9 E 9 3 12 9 TF 12 F

75. Process float time and critical path ACTIVITY NETWORK DIAGRAM PM Lecture/Network Analysis/CPM Slide 21/ Paul Forrester/University of Birmingham 2 2 1 1 3 A 7 7 7 B 2 4 6 3 1 7 C 2 3 5 6 4 9 D 7 2 9 7 9 E 9 3 12 9 12 F

76. 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

77. 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 New Seven Q.C. Tools Process Decisions Program Charts

78. Advantages of PDPC’s (cont.) Fosters cooperation and communication in group Easily modified and easily understood New Seven Q.C. Tools Process Decisions Program Charts Start GOAL YES YES NO NO NO NO NO YES NO NO

79. Constructing a PDPC 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

80. Constructing an PDPC (cont.) 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

81. Constructing an PDPC (cont.) Next, complete the diagram Examine to make sure all contingency plans are adequate New Seven Q.C. Tools Process Decisions Program Charts

82. Completing a PDPC 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 Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)

83. Example PDPC http://syque.com/quality_tools/toolbook/PDPC/example.htm

84. 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

85. 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

86. New Seven Q.C. Tools Matrix Data Analysis Constructing a Prioritization Grid Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001) 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)

87. New Seven Q.C. Tools Matrix Data Analysis Constructing a Prioritization Grid (cont.) 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

88. New Seven Q.C. Tools Matrix Data Analysis Constructing a Prioritization Grid (cont.) See completed the diagram Rank order the alternatives according to importance

89. Completing a Prioritization Grid New Seven Q.C. Tools Matrix Data Analysis Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001)

90. Review New Seven Q.C. Tools Affinity Diagrams Relations Diagrams Tree Diagrams Matrix Diagrams Arrow Diagrams Process Decision Program Charts Matrix Data Analysis

91. Keys to Successfully Using the New Seven Q.C. Tools Mental Attitudes Keen awareness to the actual problem Eagerness to solve problem Be highly motivated for the challenge Four Specific Keys Understand the problem Select the right tool for the job Obtain appropriate verbal data Interpret analytical results

92. Keys to Successfully Using the New Seven Q.C. Tools 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

93. Keys to Successfully Using the New Seven Q.C. Tools 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.)

94. Keys to Successfully Using the New Seven Q.C. Tools 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.)

95. Keys to Successfully Using the New Seven Q.C. Tools 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.)

96. Practical Application of New Seven Q.C. Tools 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”

97. Practical Application of New Seven Q.C . Tools ”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)

98. Practical Application of New Seven Q.C. Tools ”Abilities Required for Applying New Seven QC Tools” Cause Statements (hints are in yellow)

99. Practical Application of New Seven Q.C. Tools ”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)

100. Practical Application of New Seven Q.C. Tools 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)

101. 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