Quality Circle Forum of India

presents

- simplified

NEW SEVEN TOOLS

& PRIORITIZATION ANYLYSIS

AFFINITY DIAGRAM

What is Affinity Diagram ?

Affinity diagram is a tool/method that gathers large amounts of intertwined verbal data (ideas, opinions, issues etc.). It organizes the verbal data into groups based on natural relationship. Such formation of distinct groups help a meaningful picture to emerge, thereby making it feasible for further analysis and to find a solution to the problem.

HISTORICAL EVOLUTION

Mr. Kawakita Jiro, a Japanese anthropologist developed this.

HISTORICAL EVOLUTION

Hence this is also

known as K J Method.
Mr. Kawakita Jiro was studying the complex facets of societies and social institutions.

Historical Evolution

In this process he collected lots of information on them, and found such information to be vast and scattered.

Historical Evolution
He therefore developed a system to organize them according to their affinity.

The Society of QC Technique Development sponsored by the Japanese Federation of Science and Technology found the system to be very useful and included it as one of the New Seven Tools.

Why doesnt my paneer butter masala taste as good as his?!

Suppose we have a problem without the theory of cause i.e., we are unable to establish a causal relation to the effect, we may talk to people whom we think will be able to throw some light on that.

Such people may be friends, colleagues, or fellow members of a Quality Improvement Team or a Quality Circle. Everybody has ideas about how or why things happen.

Can you think of an occasion when somebody told you Sorry, I cant answer you as I dont fully understand the problem ? But when they give large number of ideas as possible causes, they only, many a time, further confuse us.

This is confusing ??? I cannot understand anything!

In such cases how do we manage such data collected? Can we make a cause and effect diagram out of it ?

I want to go to the USA

To get a good education To earn more money

Because my cousins are there

To get job satisfaction

To make a cause and effect diagram we should be able to identify at least four or five major subcauses so that other ideas can be fitted as subsub cause, sub-sub-sub cause and so on.

SCATTERED DATA

In this case we may find it difficult to identify such major sub causes as the data with us will be invariably so scattered. Thus finding such major sub causes itself is a big task.

To get job satisfaction

Because my cousins are there

To earn more money

To get a good education

On such occasions the best way will be organizing the available causes just as many groups. Then we can label each sub group and proceed further for analysis.

To earn more money

MAJOR SUB CAUSE

This is one of the benefits you get out of Affinity Diagram. This tool is useful on occasions when available information are intertwined and we do not have a clear picture.

IDEA!
IDEA!

IDEA!

IDEA!
IDEA!

IDEA!

In case it was taken as a group exercise we may face another problem also. Many times we will find it difficult to arrive at a consensus on a path to be followed. Ten people have twenty different ideas of sub grouping the available information.

How do we overcome such a problem?

System or method provided for making Affinity Diagram takes care of such problems. By using this system group consensus can be arrived at without any disagreement or quarrel.

Affinity Diagram helps us to find a new pattern or a different image from the intertwined information. In other words it helps to bring out the real image or problem to the surface.
To find an answer to any problem we tend to take up a logical process. They have their use up to a certain limit.

Mr. Hitoshi Kume in his book Management by Quality while explaining about the problems, put them into three categories.

All you have to do is cut down your weight to bring down your blood pressure

There are some problems for which causal relations are visible or easy to establish and they get solved immediately.

you should go for a blood test and an x-ray so that I can diagnose or know the root cause of your problem

Second category problems are those which call for collection of data and analysis to find out the root cause. This takes time but can also be solved.

But the third category problems are those for which diagnosis or finding out the causes are very difficult, with the result they remain as permanent problems or occur again and again.

I am not able to diagnose the problem even after all the tests, scanning, etc.

On such occasions logical thinking may not be able to yield a result. We have to think in a different way i.e in a creative way. Affinity Diagram largely uses a creative rather than a logical process.

Affinity Diagram

Affinity Diagram is normally a time consuming process. It is not used for simple problems.

Some typical situations necessitating the use of Affinity Diagram No past experience. When patterns are vague and undefined.

When it becomes necessary to find out a pattern in a complex situation.

To arrive at a consensus when opinions differ and have no cogency. To clarify the locations of the problem by forming clusters of items of mutual affinity. For promoting teamwork.

Affinity Diagram
is an innovative tool creatively used

it helps to understand and discover problems

it is based on verbal data or information and hence not quantifiable in this only overall idea of a problem situation and possible solution can be arrived at it gives clarity in confused situations analysis based on creativity and gutfeeling to explore, rather than on logic

When to use Affinity Diagram?

a) When we explore into unknown areas b) When we want to adopt and modify existing system c) When we want to unify thinking of diverse group of people d) When we want proper or thorough communication of new ideas and policies e) When facts or thoughts are not clear Let us see them one by one

a) When we explore into unknown areas

When we confront a problem or a problem arises it is a natural tendency of the human mind - to try to understand through logical reasoning - to use past experience - to form opinions quickly Sometime such an approach may not help us. Hence we should have an open mind to probe into unexplored areas. On such occasions tackle the problem by collecting verbal data and organizing them affinity-wise and creatively thinking.

THINKING IS BASED ON
PAST EXPERIENCE

LOGIC

Similarly, when we work on a new field, we should analyze without any bias the ideas of others. We can add our ideas and try to find an affinity, and then form our opinion.

Why dont you check up with Mr. Seth. I think he had solved a similar problem in his previous organisation

Oh| I cant stand that Mr. Seth

I guess I will have to check up with Mr.Seth if I ever want to solve this problem.

This calls for courage and ability to break away from old ideas.

The homework looked very easy. I can obviously finish it in half an hour. Let me grab some sleep now and do it in the morning.

Shingo Shigeo, an eminent Japanese Scientist who introduced many revolutionary concepts like Poka Yoke, SMED etc., says we think we know certain things we perceive.

Oh my god! I have only 15 minutes left before leaving for school and my home work is not even half completed !! What should I do now?

On many occasions when we think that we have understood on just perceiving a thing it could be deceptive and not the reality.

I will take my magnifying lens so that I can examine my problem from every angle

Understanding is not just knowing - it is examining a thing from all angles

YAHOO! Now I know what the problem was!!

- and arriving at the reason as to why it has to be so.

I came up with this solution only after examining each and every aspect of the problem.

it is a multifaceted examination before arriving at the conclusion why it has to be the way it is

This is real understanding. The relationships can be divided as related and unrelated. Where objects are related, the relationships are restricted to FOUR kinds. 1. Cause & Effect 2. Opposition 3. Similarity 4. Proximity

To use this relation we shall consider guidelines like * Is anything the cause for this effect? * Is anything against it? * Is anything similar to it? * Does anything always appear in conjunction with it?

b) When we want to adopt and modify existing system

Eureka! I have come up with a number of new chemicals through my unconventional experiments! Now I just have to find out at least one use of these chemicals.

An existing system may have a basis. Sometimes it will be useful to study and build upon that by adding new experiments and bringing some changes. This is called the breakthrough approach.

OH GOD! I am not losing weight at all! Probably I should make one of those diagrams to find out the reason for not losing weight.Only those diagrams can help me now!

Existing system can be broken into pieces of information and then we can build a new system by adding, rearranging and forming a new Affinity Diagram.

c) When we want to unify thinking of diverse group of people

Robbers

Priests Executives Business

men

Short tempered men

When no unity exists in a group of heterogeneous people, teamwork must be promoted for mutual understanding.

Construction of Affinity Diagram with their participation enables tapping of the views, experiences and ideas of the people on the chosen problem and classifying them into orderly groups of similar ideas.

BEST TEAM AWARD

This way mutual understanding and team work is promoted by the Affinity Diagram.

d) When we want thorough communication of new ideas and policies

Could you arrange a meeting with all the departments before we start implementing our idea.

In successful implementation of a new idea or policy, the concerned persons participation is crucial.

We are planning to implement a lot of changes in order to beautify our factory. Can I get some good ideas as how to go about it?

For this, first float the idea or policy among people involved and create an environment wherein people would respond with their ideas fearlessly and without prejudice.

GROUPS IDEAS IDEAS IDEAS

GROUPS IDEAS IDEAS IDEAS

IDEAS
IDEAS IDEAS IDEAS

IDEAS
IDEAS IDEAS IDEAS

The bank of ideas so generated needs to be organized into meaningful groups. Use an Affinity Diagram approach.

Our factory has a new look now. We should try our best to maintain it.

This creates a sense of ownership amongst the participating personnel and thus ensures easier and effective implementation.

e) When facts or thoughts are not clear

When an issue is too large or complex to understand, making an Affinity Diagram helps for better understanding. Consider for example motivational packages for employees at different levels in an organization.

Typical Uses of Affinity Diagram

When a company is interested in establishing a new policy (say, TQM introduction) When somebody is establishing a new factory (say a small scale industry) When an organization is launching a new project, new product or new technology (Diversifications)

Typical Uses of Affinity Diagram

When one has problems which cannot be clearly pointed out. (lack of cohesive team work) When certain information or thoughts are in a chaos (information on an equipment failure) When the Issue focused is too large or complex to have a clear view When one wants a breakthrough in the traditional way of thinking, functioning

Typical Uses of Affinity Diagram

When people have no unity and no team work, leading to heterogeneous thinking (in cross functional team work) When management has to know the views of the employees (Eliciting ideas & views even in a home situation) When management wants to clarify its new ideas and policies to the employees (to communicate a change proposed)

Affinity Diagram is a very useful tool but it is a time consuming process. It cannot be used for fire fighting . Whenever there is a strong need for a solution and where an early solution is not available, Affinity Diagram can be used.

How to make an Affinity Diagram?

Step one Select a team

We would like to know why our cricket team is not able to stand up to pressure in spite of talent?

- Make the purpose clear. The subject or problem for which the diagram has to be made.

This problem has taken a lot of our time and we are unable to solve it. I think we should think different and use new seven tools

- Is it a persistent problem where traditional methods will not help?

- Is it an unexplored area which needs probing?

Do you think team should have some former test players?

- Depending on the need, form the group

Yes, it will help. But find persons who can think and give some good suggestions

- Members of such a group or team should have adequate knowledge on the theme or problem

- Select an effective leader who is capable and who could have a quick grasp of diverse views and perceptions of other people who may be from different areas (heterogeneous)

- People who have worked together and have good rapport is preferable

- Homogeneous groups are better and the prospective leaders can be trained

I dont think that it is right to change the team composition now

- The group should not be frequently changed while tackling a problem as the cohesiveness would be lost

- When a fresh problem or improvement theme is taken up a new group can be formed

We can include Mr. Lele in the next think tank group to be formed before next Australian tour.

- It will not be necessary in the case of QC Circle groups

- It is good to restrict the group to 6 or 8 and not more as larger the group more will be the chaos

Let us start the training right now for the team and not wait till the test match begins.

- Overall training of all members gradually would help effectiveness of the group.

Let us take the problem of Improper implementation of TQM (Total Quality Management) in an organization for analysis. Our objective is to find out the reasons for it.

The team accordingly consists of people from various departments. They are as follows :Mrs.Preeti Byramjee - QA Manager and TQM Coordinator Mr.S.Sanjay - Production Manager

Mr.A.R.Kaushik
Mr.S.P.Biswas Mr.R.S.Kambli

- Chief Engineer
- I.R.Manager - Commercial Manager

Mr.S.K.Verma

- Manager - MIS

Step - Two
Explain to the group the issue to be considered.

OUR IDEAS

This is an important task. While the group needs to know about the task, do not make attempts to give too much clarity. By such an attempt, we tend to pass on our views and colour it, which will affect the free thinking of the group members.

This has all the information you need and you dont have to do any thinking

- Do not give too much of micro details of the issue. The possibility of giving colour to our ideas is very much needed

This is the rough idea Miss Simron. I think rest you should figure out

- It is better to state issues at

the macro level to stimulate creativity

This presentation is to give a general idea, gentlemen! These facts and figures should stimulate your creative ability and give us the required result.

- Make a macro level presentation

of facts and figures to kindle creative thinking

This must be sufficient John. I dont want to spoon feed and kill your creativity

Do not give too many facts in detail. That would mean spoon-feeding and kill creativity

Common man, get out of your logical thinking. Think different!

- Do not put people on the

track of logical thinking

Well! Overall generally this is what happens, but sometime it can be altogether different. So dont get carried away by this.

- Use generalized phrases which would provide the communication on the issue and at the same time set people on the thinking process.

Example I
Take for example, TQM implementation. The leader can present to the team. the general Quality Status in the company the amount of attention paid to quality and quantity

the status of water-tight compartment workers

the need for integrated approach

the conceptual frame of TQM

Now, how to go about implementing it?

Your ideas are welcome.

Example II
Improper Implementation of TQM - Explain the objectives for starting TQM - Ask members as to where we have gone wrong

The area wherein we assemble should be free from disturbance and interference and also comfortable. The facility needed should be blackboard, flip chart or an overhead projector. Write on the top clearly the problem before us in the manner suggested.

Step - Three
Generate and record the ideas

a) Ideas can be generated through

- brain storming.

- allowing time to incubate ideas and collecting them.

- discussion method.

- from direct observation which can be also called internal exploration.

- through interview method that is talking to people individually and through group sessions.

- through reference research method. This is done by review of relevant literature.

- one is by recalling past experience/ information stored in ones brain.

c) Ideas can be generated through yet another method of individual thought process.

- another is what is derived through a reflection of the inner thought one has on the subject.

Caution on collection and recording of verbal data

- information collected should not be based on preconceived notions or ideas. - group should be careful of ideas and opinions thrust by a few.

Caution on collection and recording of verbal data

- direct observations are more reliable than pre-conceived ideas. - data collected from interviews and review of literatures can be subjective opinions and/or individual judgments. In short information collected should be unbiased and objective.

When such information carefully collected and recorded either on a transparency for projection for the entire group or a flip chart for everyone to see could stimulate some more ideas by hitch hiking on those already collected. Finally these ideas can be discussed for their merit.

IN OUR BRAINSTORMING SESSION ON THE PROBLEM IMPROPER IMPLEMENTATION OF TQM IN AN ORGANIZATION MEMBERS VIEWS WERE AS BELOW: 1) Inadequate training infrastructure 2) Project evaluation norm poor

3) Poor thrust to project

4) Individualism and no team spirit 5) Lack of conviction and commitment 6) No basic skills for team work 7) No periodic review of project

IN OUR BRAINSTORMING SESSION ON THE PROBLEM IMPROPER IMPLEMENTATION OF TQM IN AN ORGANIZATION MEMBERS VIEWS WERE AS BELOW: 8) Project implementation poor 9) Lacks direction

10) Middle management ambiguous about companys goal

11) No importance to means 12) Achieve results by any method 13) Inadequate preparation for transition

14) Not clear about TQM concept

IN OUR BRAINSTORMING SESSION ON THE PROBLEM IMPROPER IMPLEMENTATION OF TQM IN AN ORGANIZATION MEMBERS VIEWS WERE AS BELOW: 15) Potential of people not harnessed 16) Not allowed to work in own pace 17) Improper goal integration due to poor communication

18) Policy and objectives for TQM not established

19) Inconsistent policies

20) No autonomy to teams

IN OUR BRAINSTORMING SESSION ON THE PROBLEM IMPROPER IMPLEMENTATION OF TQM IN AN ORGANIZATION MEMBERS VIEWS WERE AS BELOW: 21) Production and not people oriented 22) No flexibility or pragmatism

23) Inadequacy of few QITs formed

24) Preconceived views due to lack of trust 25) Focus only on ROI 26) Frequent change of team members 27) People are scared as failures are not tolerated

IN OUR BRAINSTORMING SESSION ON THE PROBLEM IMPROPER IMPLEMENTATION OF TQM IN AN ORGANIZATION MEMBERS VIEWS WERE AS BELOW: 28) Irrelevant projects selected 29) Communication gap between middle and top management 30) Lack of competent trainers 31) Creativity not encouraged 32) No universal training on quality 33) Talents not recognized

34) Inadequate budgetary support

IN OUR BRAINSTORMING SESSION ON THE PROBLEM IMPROPER IMPLEMENTATION OF TQM IN AN ORGANIZATION MEMBERS VIEWS WERE AS BELOW: 35) Suppressed ideas due to mind-set

36) No cohesive teams

37) Improper recognition system 38) Results of projects are not used 39) Rigid system and no flexibility 40) Resistance to change

41) No prior co-ordinatory efforts for results

IN OUR BRAINSTORMING SESSION ON THE PROBLEM IMPROPER IMPLEMENTATION OF TQM IN AN ORGANIZATION MEMBERS VIEWS WERE AS BELOW: 42) Members not clear about project 43) No guidance to project teams 44) Tardy TQM implementation

45) Results do not commensurate with efforts

46) Demotivation as no recognition for achievements 47) Inadequate project thrust

Step - Four
Transferring the ideas into cards.

Inadequate training infra structure

Project evaluation norm poor

Poor thrust to project

Individualism and no team spirit

The next step is to transfer the ideas on to small cards for grouping, only one idea should be written on a card.
Cards should be small so that it is easy to stick on a sheet.

Keep the length of the statement minimum. It should not be too big. It should be brief and simple.

Plan the statement properly. While conveying the meaning it should not create any confusion.

Write down in a legible way so that everybody can read them and also they should be visible from a distance.

Step - Five
Display the card

This is not a difficult task if we use the right material. Small transparency sheets will help to display on overhead projector. But best one will be the self adhesive pads we get now-a-days. Self adhesive slips on a metal or a glass board pasted can be easily removed and re-pasted in any place we want. The board or paper on which we display should be broad enough for moving the cards the way we want.

INADEQUATE TRAINING INFRA STRUCTURE NO PERIODIC REVIEW OF PROJECT INADEQUATE PREPARATION FOR TRANSITION

PROJECT EVALUATION POOR PROJECT IMPLEMENT ATION POOR NOT CLEAR ABOUT TQM CONCEPT

POOR THRUST TO PROJECT

INDIVIDUALISM AND NO TEAM SPIRIT MIDDLE MGT AMBIGUOUS ABOUT COS GOAL NOT ALLOWED TO WORK IN OWN PACE

LACK OF CONVICTION AND COMMITMENT NO IMPORTANCE TO MEANS IMPROPER GOAL INTG DUE TO POOR COMMN INADQ OF FEW QITS FORMED

NO BASIC SKILLS FOR TEAM WORK ACHIEVE RESULTS BY ANY MEANS POLICY AND OBJ FOR TQM NOT ESTB

LACKS DIRECTION

INCONSISTENT POLICIES

FOCUS ONLY ON ROI

POOR RESPONSE TO TQM IMPLEMENMTATION

NO AUTONOMY TO TEAMS PRODUCTION AND NOT PEOPLE ORIENTED PEOPLE ARE SCARED OF FAILURES NO FLEXIBILITY OR PRAGMATISM IRRELEVANT PROJECT SELECTED NO COHESIVE TEAMS MEMBERS NOT CLEAR ABOUT PROJECT

POTENTIAL OF PEOPLE NOT HARNESSED

PRECONCEIVED VIEWS DUE TO LACK OF TRUST LACK OF COMPETENT TRAINERS RESULTS OF PROJECTS ARE NOT USED TARDY TQM IMPLEMENT ATION

FREQUENT CHANGE OF TEAM MEMBERS

COMMN GAP BETWEEN MM AND TM

CREATIVITY NOT ENCOURAGED RIGID SYSTEM AND NO FLEXIBIILITY RESULTS DO NOT COMMENCE WITH RESULTS

INADQUATE BUDGETARY SUPPORT

SUPPRESS IDEAS DUE TO MIND SET

PRIOR COORDINATORY EFFORTS INADEQUATE PROJECT THRUST

IMPROPER RECOGNISING SYSTEM NO GUIDANCE TO PROJECT TEAMS

RESISTANCE TO CHANGE

DEMOTIVATION AS NO RECOG FOR ACHMNT

Step - Six
Sorting the card

Group activity in organizing and grouping Even though one member may be able to organize the cards according to affinity, the best way of doing it is involving everyone. The group activity begins at this point and everyone has the chance to participate.

Arrange all these cards according to their affinity.

The group leader can ask a member to arrange the cards according to their affinity in bunches based on his views.

The initial person should preferably be a neutral person and not somebody who is powerful enough to avoid others from making changes in his arrangement.

The first person should look for two cards that may seem to be someway related. He should search for other cards that may be having affinity to both of the cards or even to one of them.

YAHOO!! I FOUND A MATCH!!!

This method has to be carried on till all cards are arranged in five or six groups.

There should be no discussion or comment made during this process. Everyone should keep quiet and observe what is being done.

Oh GOD! How do I arrange them now? Mr. Seth will kill me if I change his arrangements.

Once the first person arranges it in his way, call the next person. He has the right to arrange them the way he wants.

Thank God my number is in the end! I can happily sleep and all the changes would be done before my turn comes!

Actually after one or two arrangements, changes are done in a minor way.

Agreed
Agreed AGREED Agreed AGREED

This process goes on until everyone agrees to the arrangements.

Some cards may remain as loner that may not find a place in a group. It should not worry us.

This is a time consuming process but you will ultimately find a clear picture emerging from this.

Yahoo!!! Now I know the answer to all my problems !!

The cards thus arranged in this case study are as follows:-

A
MEMBERS NOT CLEAR ABOUT PROJECT

B
INCONSISTENT POLICIES

C
RIGID SYSTEM AND NO FLEXIBILITY
PRIOR COORDINATORY EFFORTS FOR RESULTS

D
LACK OF COMPETENT TRAINERS

COMMN GAP BETWEEN MM AND TM

POLICY FOR TQM NOT ESTABLISHED

POOR THRUST TO PROJECT

MM AMBIGUOUS ABOUT COS GOAL

PROJECT IMPLEMENTATION POOR

PROJECT EVALUATION NORM POOR

INADQ. TRNG. INFRASTRUCTURE

IMP GOAL INTG DUE TO POOR COMMN.

NO PERIODIC REVIEW OF PROJECT

IMPROPER RECOGNIZING SYSTEM

NO UNIVERSAL TRAINING ON QUALITY

NO RECOGNITION FOR ACHIEVEMENT

Step - Seven
Creating header cards

Once the arrangement part is over our next job will be finding a header card which captures the main idea for each group. This is not a difficult process. Normally the group can be asked for the idea. What emerges as consensus can be taken as header card by the group. When there is a doubt, the leader uses his discretion.

In our case study header cards selected are as follows :

HEADER CARDS
ORGANIZATIONAL CULTURE COMMUNICATION
TOP MANAGEMENT

MIDDLE MANAGEMENT

POLICY MANAGEMENT

SYSTEM

EDUCATION & TRAINING

Step - Eight
Displaying the final set-up

Now we can put them in a neat way with the heading and show them to the entire group. Sometime at this stage a discussion may arise calling for some changes. Group leader may use his discretion and take appropriate action. The final set up in our case study is as follows:

Poor Response toTQM Implementation

Top Management Organisational culture Middle Management Communication Policy Mgmt. Education & Trng. Systems

People are scared as failures are not tolerated Individualism and no team spirit

Suppress ideas due to mindset

Not clear about TQM concept

Frequent change of team members

Members not clear about project Mdl. Mgt ambiguous about Cos goal

Policy and objectives for TQM not estb. Project implementation poor

Poor thrust to project Inadequate training infrastructure

Prior coordinatory efforts for results Project evaluation norm poor

Inadequate preparation for trans.

Lack of conviction and commitment

No autonomy to teams

Creativity not encouraged

Inadequacy of few QITs formed

Inadequate budgetory support

Results do not commensurate with efforts Irrelevant project selected

Impr. Goal integration due to poor communication

Inconsistent policies

Lack of competent trainers

Rigid system & no flexibility

No importance to means

Resistance to change

Comn. Gap between M,M & T.M

No periodic review of project

No universal training on quality

Improper recognising system Demotivation as no recognition for achievements

Achieve results by any method

Potential of people not harnessed

No cohesive teams

Focus only on ROI

Results of projects are not used

No basic skills for team work

No flexibility or pragmatism

Preconceived views due to lack of trust

Not allowed to work in own pace

Talents not recognised

Tardy TQM implementation

Lacks direction

Production and not people oriented

Inadequate project thrust

No guidance to project teams

Winning the match and reinstating

Discipline

Spirit

Self Confidence

Batting Batting

Bowling

Fielding

Captaincy

Respecting captains decision and action

Pride of belonging to a great cricketing nation

Remembering that they were worlds best

Exercise caution & avoid going at every ball

Exercise care not to give extras

Should be athletic

Plan the game

Taking full responsibility for ones role & action

Never say die spirit

Believing in their strength and capabilities The belief that each one is the best in his dept. of the game

Consider taking singles as important as fours Keeping the wickets intact up to 30 overs & keeping the scoring
Playing the spinners with caution & intelligently Good running between wickets without running out

Maintain good line and length

Stop all fours as far as possible

Do field placing properly

Practicing seriously at the nets

Everyone trying to give 110% on the field with a high spirit of cooperation

Not delivering loose balls

Aim well and try to hit the stumps for run out

Judiciously rotate bowlers Analyse strength & waeakness of opponents & plan strategy

Use experience and skill intelligently Maintaining good pace according to wicket condition

Do not drop catches

Good wicket keeping

Lead by example

Carry the team with you

How to make Quality Circles to function systematically and effectively?

Top managemen t acitons

Attending Trg. On TQM & QCC & laying down policy and its Mgt. Understandin g the primary purpose of QCC develop people Providing universal training for all

Middle Magt. actions (including Facilitators)

Undergo training on QCCs/TQM teach supervisors Follow faithfully QCC manual

Education & Trg. QA/HRD Depts. Train and retrain

Project selection & progress (QCs)

Guide them to choose problems first within their capabilities Success will enable generate confidence Middle Mgt.s guidance in choice of problem and setting good

Recognition

Assist QCCs to choose problem

Recognize QCCs contribution s Publicize QCCs results Bring out an exclusive news letter for QCC
Send consistently performing Circles to Conventions Recognize constance performance with gifts and mementos

Provide enthusiasm

Identify Trg. needs

Invite successful QCC teams from other companies

Provide infrastructure for QCC meetings Do not interfere in the autonomy of QCCs Guide and teach QCCs (on going)

Develop leadership within QCCs

Evolve a QCC manual

Provide change for everyone to lead Have good HR with QCCs & all employees Do not hasten QCCs to complete projects

Adopt suitable methods for teaching SQC Enable QCCs to master minimum basic tools Identify potential leaders during Trg. & reinforce Develop attitudinal & behavioural changes

Guidance to select and apply the right tools

Teach middle management TQM & QCC

Encourage good human relation-lead by example Conduct regularly steering committee meetings Attend QC Circle presentations and conventions Do not emphasize on monitory gains

Showing interest in the progress of the projects at every stage

Preparing the company for introducing TQM

Top Management
Get convinced of its necessity Undergo training to understand the concept of TQM/QCC and their implementation Form a top Mgt. Core group (steering committee to bring about the transformation) Analyze present status SWOT analysis Identify paradigm shifts needed

Communication

Interaction
Communicate the changes thought about to all levels of Mgt. & workers & supervisors Circulate a questionnaire to all management levels to elicit view points Collect filled in questionnaires within time bound frame

Top management core group should interact with middle Mgt. Levels & drive conviction Middle Mgt. Members should interact with line Mgt. & supervision
Line Mgt. Supervisors should interact with workmen and prepare them for changes

Analysis of data/view points

Collect data from questionnaires Arrive at perceived mean value of view points

Step - Nine
Oral or written presentation

The project taken is something new and any enlightened management will be interested in the findings. This calls for a presentation and collecting views.

Hello Mr. Sharma. I heard Your Quality Improvement Team has done a wonderful job. Can you arrange for a presentation. I am interested in seeing it.

SUMMARY
Affinity Diagram is a creative process and normally considered as the first one in the New Seven Tools. It can be used independently and also in conjunction with other tools. It can be used either way. Since this is a creative process for the same problem different group will come out with different ideas and drawings. This is a very useful and powerful exercise and at the same time improper use may not give you the real benefit. Only repetitive use will give the understanding of it, their efficiency and result.