New Seven Tools

The New Seven Q.C.
Tools
A Training Presentation on the N7
By Christopher Diaz
What are the
New Seven Q.C. Tools

Affinity Diagrams Relations Diagrams Tree Diagrams Matrix Diagrams Arrow Diagrams Process Decision Program Charts Matrix Data Analysis
History of the

Slide 1 0f 2
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
History of the

Slide 2 0f 2
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
What are the
Basic Seven Q.C. Tools?

Flow Charts Run Charts Histograms Pareto Diagrams Cause and Effect Diagrams Scatter Diagrams Control Charts
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Relation Between New Seven Q.C. Tools and Basic Seven Tools
FACTS Data Numerical Data
Define problem after collecting numerical data
Verbal Data
Define problem before collecting numerical data
The Basic Seven Tools

Analytical approach
The Seven New Tools

Generate Ideas Formulate plans
Organize 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

Slide 2 0f 4
Enhanced Keys to Organizational Reform Assess situations from various angles Clarify the desired situation Prioritize tasks effectively Proceed systematically Anticipate future events Change proactively Get things right the first time

Slide 3 0f 4
Five Objectives of Organizational Reform which will establish a Culture that: Identifies problems Gives importance to planning Stresses the importance of the process Prioritizes tasks Encourages everyone to think systematically

Slide 4 0f 4
Unstructured Problem [must be put into solvable form]

The Seven New Tools
Problem is mapped
Problem becomes obvious to all People understand problem
Thoughts are easily organized Problem can be clearly articulated
Plans are easily laid
Problem becomes obvious to all Nub of problem is identified Countermeasures are on target
Nothing is omitted
Cooperation is obtained
Things go well
Problem is in solvable form

Affinity Diagrams
Slide 1 0f 7
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.
Affinity Diagrams
Slide 2 0f 7
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
Affinity Diagrams
Slide 3 0f 7
Advantages of Affinity Diagrams Fosters team spirit Spurs to the group into action
Topic Affinity Statement
Data Card Data Card Data Card Data Card
(cont.)
Raises everyone s level of awareness
Affinity Statement
Affinity Statement
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
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
Affinity Diagrams
Slide 5 0f 7

(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
Affinity Diagrams
Slide 6 0f 7

(cont.)
Lay the groups outs, keeping the affinity clusters together Next, complete the diagram
Affinity Diagrams
Slide 7 0f 7
Completing an Affinity Diagram

Topic
Affinity Statement
Affinity Statement
Affinity Statement
Data Card Data Card Data Card Data Card Data Card Data Card
Affinity Statement
Data Card Data Card
Data Card
Relations Diagrams
Slide 1 0f 7
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
Relations Diagrams
Slide 2 0f 7
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
Relations Diagrams
Slide 3 0f 7
Advantages of Relations Diagrams (cont.) Makes the problem recognizable by clarifying the relationships among causes
Tertiary Cause
Primary Cause
Secondary Cause
Tertiary Cause Tertiary Cause
Secondary Cause
Primary Cause
Why doesnt X happen? Secondary Cause Secondary Cause
4th level Cause
Primary Cause
Tertiary Cause 4th level Cause
Primary Cause
6th level Cause 5th level Cause Tertiary Cause
Secondary Cause
Relations Diagrams
Slide 4 0f 7
Constructing a Relations Diagram

Express the problem in form of Why isn t something happening? Each member lists 5 causes affecting problem Write each item on a card Discuss info collected until everyone understands it thoroughly
Relations Diagrams
Slide 5 0f 7

(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
Relations Diagrams
Slide 6 0f 7

(cont.)
Review whole diagram looking for relationships among causes Connect all related groups Next, complete the diagram
Relations Diagrams
Slide 7 0f 7
Completing a Relations Diagram

Tertiary Cause
Primary Cause
Secondary Cause
Tertiary Cause
Primary Cause
Secondary Cause Why doesnt X happen? Secondary Cause
Tertiary Cause
Primary Cause
Tertiary Cause 4th level Cause
Primary Cause
Secondary Cause
6th level Cause
Secondary Cause
Tertiary Cause 4th level Cause 5th level Cause
Tree Diagrams
Slide 1 0f 5
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
Tree Diagrams
Slide 2 0f 5
Advantages of Tree Diagrams Systematic and logical approach is less likely that items are omitted Facilitates agreement among team Are extremely convincing with strategies
Secondary means Primary means 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
Constructing a Tree Diagram

Write Relations Diagram topic

card)
(Objective
Identify constraints on how objective can be achieved Discuss means of achieving objective
(primary means, first level strategy)
Take each primary mean, write objective for achieving it (secondary means)
Tree Diagrams
Slide 4 0f 5
Constructing an Tree Diagram

(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
Tree Diagrams
Slide 5 0f 5
Completing a Tree Diagram

Secondary means Primary means
3rd means 3rd means 3rd means
4th means 4th means 4th means 4th means 4th means 4th means 4th means
Secondary means To Accomplish
3rd means
3rd means
4th means 4th means 4th means
Secondary means Primary means Constraints Secondary means

3rd means
3rd means 3rd means
4th means 4th means
Matrix Diagrams
Slide 1 0f 7
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.
Matrix Diagrams
Slide 2 0f 7
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.
Matrix Diagrams
Slide 3 0f 7
Advantages of Matrix Diagrams (cont.) 5 types: L-shaped, T-shaped, Y-shaped, X-shaped, and C-shaped
O O O =1 =2 =3 O O X X
Q c c s pot r C i l upre r e
=4 =5 =6
Principa l
Subs idia ry
Eva lua tion
Responsibilities
Se C i c i Qc l t r e
Pa tc bi y r ci a i t l
Sci n l n e to/ a t P
Sci n l n e to/ a t P
Remarks
Mngr aa e Mme e br La e e dr
Ei a y f cc f
4th from 4th from 4th from 4th from 4th from 4th from 4th from
lev el Tree lev el Tree lev el Tree lev el Tree lev el Tree lev el Tree lev el Tree
means diagram means diagram means diagram means diagram means diagram means diagram means diagram
O O
O O O
Rn ak
1 1 3 2
O O O O O O O O
At least 3 times/year/person Hold 4 times/month At ev ery meeting
O O O X O
5 1 4
Matrix Diagrams
Slide 4 0f 7
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. Examine final-level means to identify whom will implement them Write names along horizontal axis
Matrix Diagrams
Slide 5 0f 7
(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
Matrix Diagrams
Slide 6 0f 7
(cont.)
Determine score for each combination of symbols, record in rank column Examine cells under Responsibility Columns, insert double-circle for Principal and single-circle for Subsidiary Fill out remarks column and record meanings of symbol Next, complete the diagram
Matrix Diagrams
Slide 7 0f 7
Completing a Matrix Diagram

O O O =1 =2 =3 O O X X
Q cr l s p ot r C i ce u p r e
=4 =5 =6
Principa l
Subsidia ry
Eva luation
Re sponsibilitie s
S eQ cr l it C i ce
P ci a ii ra tc b ty l
S ci n l n e to / a t P
S ci n l n e to / a t P
Re ma rks
Mn g r aae Mme e br La e e dr
Ei a y f cc f
4th from 4th from 4th from 4th from 4th from 4th from 4th from 4th from 4th from 4th from
level Tree level Tree level Tree level Tree level Tree level Tree level Tree level Tree level Tree level Tree
means diagram means diagram means diagram means diagram means diagram means diagram means diagram means diagram means diagram means diagram
O O
O O O
Rn ak
1 1 3 2
O O O O O O O O O O O
Hold 4 times/month At every meeting
O O O X O
5 1 4
At least 3 times/year/person
O O O O O
2 1 1
Arrow Diagrams
Slide 1 0f 7
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)
Arrow Diagrams
Slide 2 0f 7
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
Arrow Diagrams
Slide 3 0f 7
Advantages of Arrow Diagrams (cont.) Promotes understanding and agreement among group
Strategy
Constraints
4 1
Activity
12 5 6 9 8 7 10 11 13
Arrow Diagrams
Slide 4 0f 7
Constructing an Arrow Diagram
From strategies on Tree diagram, select one (Objective of Arrow Diagram) Identify constraints to Objective List all activities necessary to achieving Objective Write all essential activities on separate cards
Arrow Diagrams
Slide 5 0f 7
(cont.)
Organize cards in sequential order of activities Remove any duplicate activities Review order of activities, find sequence with greatest amount of activities Arrange parallel activities
Arrow Diagrams
Slide 6 0f 7
(cont.)
Examine path, number nodes in sequence from left to right Record names and other necessary information Next, complete the diagram
Arrow Diagrams
Slide 7 0f 7
Completing an Arrow Diagram

Strategy
Constraints
12
1
Activity
10
13
11
7
Process Decisions Program Charts

Slide 1 0f 7
For Producing the Desired Result from Many Possible Outcomes
Used to plan various contingencies Used for getting activities back on track Steers events in required direction if unanticipated problems occur Finds feasible counter measures to overcome problems

Slide 2 0f 7
Advantages of Process Decisions Program Charts (PDPC s) Facilitates forecasting Uses past to anticipate contingencies Enables problems to pinpointed Illustrates how events will be directed to successful conclusion Enables those involved to understand decision-makers intentions

Slide 3 0f 7
Advantages of PDPC s (cont.) Fosters cooperation and communication in group Easily modified and easily understood
Start NO
NO YES
NO YES NO YES NO NO NO
GOAL

Slide 4 0f 7
Constructing a PDPC
Select a highly effective, but difficult strategy from the Tree diagram Decide on a goal (most desirable outcome) Identify existing situation (Starting point) Identify constraints of objective List activities to reach goal and potential problems with each activity

Slide 5 0f 7
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

Slide 6 0f 7
Constructing an PDPC
(cont.)
Examine to make sure all contingency plans are adequate Next, complete the diagram

Slide 7 0f 7
Completing a PDPC
Start
NO NO YES NO YES NO NO YES NO NO
GOAL
Matrix Data Analysis

Slide 1 0f 6
Principal Component Analysis
Technique quantifies and arranges data presented in Matrix Based solely on numerical data Finds indicators that differentiate and attempt to clarify large amount of information

Slide 2 0f 6
Advantages of Principal Component Analysis Can be used in various fields (market surveys,
new product planning, process analysis)
Can be when used when Matrix diagram does not give sufficient information Useful as Prioritization Grid

Slide 3 0f 6
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 Apply percentage weight to each option
(all weights should add up to 1)
Sum individual ratings to establish overall ranking (Divide by number of options

for average ranking)

Slide 4 0f 6
(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

Slide 5 0f 6
(cont.)
Rank order the alternatives according to importance See completed the diagram

Slide 6 0f 6
Completing a Prioritization Grid

Criteria Options Design A Percentage weight Rank Importance score Design B Percentage weight Rank Importance score Design C Percentage weight Rank Importance score Design D Percentage weight Rank Importance score Sum of weights Average weight Criterion Ranking .40 4 1.6 .30 3 .90 .25 1 .25 0.3 3 .90 1.25 .31 1 .30 3 .90 .40 4 1.6 .25 2 .50 .10 1 .10 1.05 .26 2 .20 3 .60 .10 1 .10 .25 4 1 .20 3 .60 .75 .19 4 .10 1 .10 .20 2 .40 .25 3 .75 .40 4 1.6 .95 .24 3 Customer Acceptance (most important) Cost Strength Importance Option Reliability (least important) Sum Score Ranking
3.2
1 (tie)
3.0
2.5
3.2
1 (tie)
Review

Affinity Diagrams Relations Diagrams Tree Diagrams Matrix Diagrams Arrow Diagrams Process Decision Program Charts Matrix Data Analysis
Keys to Successfully Using the

Slide 1 0f 5
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

Slide 2 0f 5
4 Specific Keys
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

Slide 3 0f 5
4 Specific Keys
(cont.)
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)

Slide 4 0f 5
4 Specific Keys
(cont.)
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

Slide 5 0f 5
4 Specific Keys
(cont.)
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
Practical Application of

Slide 1 0f 5
Example; Relations Diagram

Abilities Required for Applying New Seven QC 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)

Slide 2 0f 5
Primary Cause
Primary Cause
Use N7 Skillfully
Primary Cause
Primary Cause

Slide 3 0f 5
Abilities Required for Applying New Seven QC Tools Cause Statements (hints are in yellow)
A B C D E F G H I J K L M Interpret data clearly Select appropriate tool Think systematically Give opinions Know what the problem is Extract necessary information Collect reliable verbal data Think multidimensionally Obtain facts Interpret analytical results Generate ideas Know that distorted data is useless Grasp overall pictured N O P Q R S T U V W X Y Z Understand seriousness of problem Think flexibly from various standpoints Obtain appropriate verbal data Expose core of problem Communicate well Accurately understand real problem Have excellent intuition See to heart of problem Select appropriate type of verbal data Think in terms of word-based diagram Express genuine thoughts Hear and respect other's opinions Generate highly accurate verbal data

Slide 4 0f 5
F T
Primary Cause Primary Cause
Use N7 Skillfully
B
L I
R Y
Primary Cause

Slide 5 0f 5 Solution for Abilities Required for Applying New Seven QC Tools
F M C W H Y O A K
S T J R Z
U E
Use N7 Skillfully
B
X I D
G L Q
P V
Summary

Benefits of 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
Roles 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
Bibliography
Foster, Thomas. Managing Quality. An Integrative Approach. Approach. Upper Saddle River : Prentice Hall, 2001. Nayatani, Yoshingobu, Eiga, Toru, Futami, Ryoji, Miyagawa, Hiroyuki, and Loftus, John. The Seven New QC Tools: Practical John. Applications for Managers. Tokyo : 3A Corporation, 1994. TQM: The 9 TQM Tools. Internet http://www.iqd.com/pfttools.htm.

New Seven Tools

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The New Seven Q.C.

What are the

New Seven Q.C. Tools

New Seven Q.C. Tools

New Seven Q.C. Tools

What are the

Basic Seven Q.C. Tools?

The Basic Seven Tools

The Seven New Tools

New Seven Q.C. Tools

New Seven Q.C. Tools

New Seven Q.C. Tools

New Seven Q.C. Tools

Unstructured Problem [must be put into solvable form]

Problem becomes obvious to all People understand problem

Thoughts are easily organized Problem can be clearly articulated

Plans are easily laid

Problem is in solvable form

New Seven Q.C. Tools

New Seven Q.C. Tools

New Seven Q.C. Tools

Raises everyone s level of awareness

New Seven Q.C. Tools

Constructing an Affinity Diagram

New Seven Q.C. Tools

Constructing an Affinity Diagram

New Seven Q.C. Tools

Constructing an Affinity Diagram

New Seven Q.C. Tools

Completing an Affinity Diagram

New Seven Q.C. Tools

New Seven Q.C. Tools

New Seven Q.C. Tools

Tertiary Cause Tertiary Cause

New Seven Q.C. Tools

Constructing a Relations Diagram

New Seven Q.C. Tools

Constructing a Relations Diagram

New Seven Q.C. Tools

Constructing a Relations Diagram

New Seven Q.C. Tools

Completing a Relations Diagram

Tertiary Cause 4th level Cause 5th level Cause

New Seven Q.C. Tools

For Systematically Pursuing the Best Strategies for Attaining an Objective

New Seven Q.C. Tools

New Seven Q.C. Tools

Constructing a Tree Diagram

Write Relations Diagram topic

New Seven Q.C. Tools

Constructing an Tree Diagram

New Seven Q.C. Tools

Completing a Tree Diagram

Secondary means To Accomplish

4th means 4th means 4th means

Secondary means Primary means Constraints Secondary means

3rd means 3rd means

4th means 4th means

New Seven Q.C. Tools

For Clarifying Problems by Thinking Multidimensionally

New Seven Q.C. Tools

New Seven Q.C. Tools