Professional Documents
Culture Documents
Q.C. Tools
A Training Presentation on the N7
By Deepak Bhardwaj
Affinity Diagrams
Relations Diagrams
Tree Diagrams
Matrix Diagrams
Arrow Diagrams
Process Decision Program Charts
Matrix Data Analysis
History of the
Slide 1 0f 2
History of the
Slide 2 0f 2
Flow Charts
Run Charts
Histograms
Pareto Diagrams
Control Charts
Verbal Data
Organize
Formulate plans
Information
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
Benefits of Incorporating
Slide 1 0f 4
Enhanced Capabilities
Organize verbal data
Generate ideas
Improve planning
Eliminate errors and omissions
Explain problems intelligibly
Secure full cooperation
Persuade powerfully
Benefits of Incorporating
Slide 2 0f 4
Benefits of Incorporating
Slide 3 0f 4
Identifies problems
Gives importance to planning
Prioritizes tasks
Benefits of Incorporating
Slide 4 0f 4
Problem becomes
obvious to all
Thoughts are
easily organized
Plans are
easily laid
Problem becomes
obvious to all
People understand
problem
Problem can be
clearly articulated
Nothing is
omitted
Nub of problem
is identified
Cooperation is
obtained
Things go well
Countermeasures
are on target
Affinity Diagrams
Slide 1 0f 7
Affinity Diagrams
Slide 2 0f 7
Affinity Diagrams
Slide 3 0f 7
Affinity Statement
Affinity Statement
Data Card
Data Card
Data Card
Data Card
Data Card
Data Card
Data Card
Data Card
Data Card
Data Card
Data Card
Data Card
Data Card
Data Card
Affinity Statement
Data Card
Data Card
Data Card
Affinity Diagrams
Slide 4 0f 7
Select a topic
Affinity Diagrams
Slide 5 0f 7
Affinity Diagrams
Slide 6 0f 7
Affinity Diagrams
Slide 7 0f 7
Affinity Statement
Affinity Statement
Data Card
Data Card
Data Card
Data Card
Data Card
Data Card
Data Card
Data Card
Data Card
Data Card
Data Card
Data Card
Data Card
Data Card
Affinity Statement
Data Card
Data Card
Data Card
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
Relations Diagrams
Slide 1 0f 7
Relations Diagrams
Slide 2 0f 7
Relations Diagrams
Slide 3 0f 7
Tertiary
Cause
Primary Cause
Why doesnt
X happen?
Primary Cause
Tertiary
Cause
Secondary
Cause
Tertiary
Cause
Tertiary
Cause
Primary Cause
Secondary
Cause
4th level
Cause
Secondary
Cause
Secondary
Cause
Primary Cause
Tertiary
Cause
Secondary
Cause
6th level
Cause
4th level
Cause
5th level
Cause
Relations Diagrams
Slide 4 0f 7
Relations Diagrams
Slide 5 0f 7
Relations Diagrams
Slide 6 0f 7
Relations Diagrams
Slide 7 0f 7
Primary Cause
Why doesnt
X happen?
Primary Cause
Tertiary
Cause
Secondary
Cause
Tertiary
Cause
Tertiary
Cause
Primary Cause
Secondary
Cause
4th level
Cause
Secondary
Cause
Secondary
Cause
Primary Cause
Tertiary
Cause
Secondary
Cause
6th level
Cause
4th level
Cause
5th level
Cause
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
Tree Diagrams
Slide 1 0f 5
Tree Diagrams
Slide 2 0f 5
To
Accomplish
Constraints
Secondary means
3rd means
3rd means
3rd means
3rd means
4th means
4th means
4th means
4th means
4th means
4th means
4th means
Tree Diagrams
Slide 3 0f 5
Take each primary mean, write objective for achieving it (secondary means)
Tree Diagrams
Slide 4 0f 5
Tree Diagrams
Slide 5 0f 5
To
Accomplish
3rd means
4th means
3rd means
4th means
3rd means
Secondary means
4th means
3rd means
4th means
4th means
4th means
4th means
Secondary means
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
4th means
3rd means
4th means
4th means
Primary means
Constraints
3rd means
Secondary means
3rd means
4th means
3rd means
4th means
Matrix Diagrams
Slide 1 0f 7
Consists of a two-dimensional
array to determine location and
nature of problem
Matrix Diagrams
Slide 2 0f 7
Matrix Diagrams
Slide 3 0f 7
means
diagram
means
diagram
means
diagram
means
diagram
means
diagram
means
diagram
means
diagram
=4
=5
=6
Principa l
Subsidia ry
Hold 4 times/month
At every meeting
S e c t io n /P la n t
M anager
S it e Q C c ir c le
level
Tree
level
Tree
level
Tree
level
Tree
level
Tree
level
Tree
level
Tree
O
X
X
1
4
M em ber
Responsibilitie s
Leader
4th
from
4th
from
4th
from
4th
from
4th
from
4th
from
4th
from
Rank
=1
=2
=3
P r a c t ic a b ilit y
E f f ic a c y
O
O
S e c t io n /P la n t
Q C c ir c le s u p p o r t e r
Re ma rks
O
O
O
At least 3 times/year/person
O
O
Matrix Diagrams
Slide 4 0f 7
Matrix Diagrams
Slide 5 0f 7
(cont.)
Responsibilities
X=none
Matrix Diagrams
Slide 6 0f 7
Matrix Diagrams
Slide 7 0f 7
=1
=2
=3
Subsidia ry
Responsibilities
Hold 4 times/month
At every meeting
1
4
M em ber
Leader
S e c t io n /P la n t
M anager
S it e Q C c ir c le
means
diagram
means
diagram
means
diagram
means
diagram
means
diagram
means
diagram
means
diagram
means
diagram
means
diagram
means
diagram
Rank
level
Tree
level
Tree
level
Tree
level
Tree
level
Tree
level
Tree
level
Tree
level
Tree
level
Tree
level
Tree
Principal
P r a c t ic a b ilit y
4th
from
4th
from
4th
from
4th
from
4th
from
4th
from
4th
from
4th
from
4th
from
4th
from
=4
=5
=6
E f f ic a c y
Eva luation
O
X
X
S e c t io n /P la n t
Q C c ir c le s u p p o r t e r
O
O
O
O
O
At least 3 times/year/person
O
O
O
O
Re ma rks
O
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
Arrow Diagrams
Slide 1 0f 7
Arrow Diagrams
Slide 2 0f 7
Arrow Diagrams
Slide 3 0f 7
Constraints
4
1
12
5
10
11
Activity
13
Arrow Diagrams
Slide 4 0f 7
Arrow Diagrams
Slide 5 0f 7
(cont.)
Arrow Diagrams
Slide 6 0f 7
Arrow Diagrams
Completing an Arrow Diagram
Strategy
Constraints
Slide 7 0f 7
12
10
11
Activity
7
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
13
Slide 1 0f 7
Slide 2 0f 7
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 3 0f 7
NO
NO
YES
YES
NO
YES
NO
GOAL
NO
NO
Slide 4 0f 7
Constructing a PDPC
Decide on a goal
Slide 5 0f 7
Slide 6 0f 7
Slide 7 0f 7
Completing a PDPC
NO
NO
YES
Start
NO
YES
NO
NO
NO
YES
NO
GOAL
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
Slide 6 0f 6
Customer Acceptance
(most important)
Strength
Importance Option
Reliability (least important) Sum Score Ranking
Cost
Design A
Percentage weight
Rank
Importance score
.40
4
1.6
.30
3
.90
.20
3
.60
.10
1
.10
3.2
1 (tie)
Design B
Percentage weight
Rank
Importance score
.30
3
.90
.40
4
1.6
.10
1
.10
.20
2
.40
3.0
Design C
Percentage weight
Rank
Importance score
.25
1
.25
.25
2
.50
.25
4
1
.25
3
.75
2.5
Design D
Percentage weight
Rank
Importance score
0.3
3
.90
.10
1
.10
.20
3
.60
.40
4
1.6
3.2
1 (tie)
Sum of weights
Average weight
Criterion Ranking
1.25
.31
1
1.05
.26
2
.75
.19
4
.95
.24
3
Options
Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001)
Review
Affinity Diagrams
Relations Diagrams
Tree Diagrams
Matrix Diagrams
Arrow Diagrams
Process Decision Program Charts
Matrix Data Analysis
Slide 1 0f 5
Mental Attitudes
- Keen awareness to the actual problem
- Eagerness to solve problem
- Be highly motivated for the challenge
Slide 2 0f 5
4 Specific Keys
Slide 3 0f 5
(cont.)
Slide 4 0f 5
(cont.)
Discussions:
- Ensures common understanding
- All data should be without bias or distortion
- Data should fit objective of the analysis
Slide 5 0f 5
(cont.)
Practical Application of
Slide 1 0f 5
Practical Application of
Slide 2 0f 5
Primary
Cause
Primary
Cause
Use N7
Skillfully
Primary
Cause
Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001)
Primary
Cause
Practical Application of
Slide 3 0f 5
N
O
P
Q
R
S
T
U
V
W
X
Y
Z
Practical Application of
Slide 4 0f 5
F
T
Primary
Cause
Primary
Cause
Use N7
Skillfully
Primary
Cause
Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001)
B
L
I
Practical Application of
Use N7
Skillfully
M
C
Y
O
Slide 5 0f 5
Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001)
Summary
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.