TOTALQM

New 7
Quality
Control
Tools
N7 Quality Tools
(Planning & Management Tools)

• Used in finding solutions and

innovative management ideas

• Makes planning an effective

and satisfying process

• Roots in the work of Japanese

TQM leaders

• Who uses? Goal?

NEW vs. OLD TOOLS

Even verbal statements can be expressions of facts

and can be used in managing quality
What are the N7 Q.C. Tools?
How N7 tools are applied?

Matrix Data
Analysis Chart
 Gathers large amounts of language data into a logical
way making them into systematic order to help you plan
Affinity Diagrams actions
 • Sift through large volumes of data
When to Use It? • Encourage new patterns of thinking
 Step 1 – Generate ideas
Step 2 – Display ideas
Step 3 – Sort ideas into groups
Step 4 – Create header cards
Step 5 – Draw finished diagram

Constructing an Affinity Diagram

Step 1 – Generate ideas
• Use brainstorming to
generate a list of ideas.
Step 2 –
Display ideas
Step 3 –
Sort ideas
into groups
Step 4 – Create
header cards
• An idea that captures the
essential link among the
ideas contained in the
group of cards

• Single card or post it

• Phrase
• Clear meaning
 Key problems or issue

Step 5 –
Draw finished
diagram
Affinity Diagram
Applications
Develop next generation camera
by organizing customer
complaints and requirements
using Affinity Diagram.
 Have a large view
finder screen

Long battery life Easy to hold and

carry
Affinity Diagram
Large picture
Applications
storage capacity

Data collected from

Easy to select pictures
customer requirements and
complaints

Zoom lens
Take pictures inside &
at night
Next Generation Camera

Affinity Diagram
Applications
 Lack of skills of Affinity Diagram
employees
Applications
Caffera House formed a quality
circle to find out causes of
defective incoming materials.

Organize these information into

three major groups and identify
Not systematic key issues.
Lack of skills of
employees
 Problem or issue

Solution
Interrelationship
Digraph
Constructing
Interrelationship
Digraph (Relations
Diagram)
Constructing
Interrelationship
Digraph (Relations
Diagram)
Potential causes of poor quality

1/1 1/1
0/1
1/1

0/1
4/1 2/2

3/0
0/1

In/Out 5/0
1/1

1/4

1/1 0/1
0/1
1/1

Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
 Tree Diagrams
•
When to use TD?
• Issue is known
• Developing actions
• Analyzing processes in detail
• Probing for the root cause of
a problem
• Evaluating implementation
issues for several potential
solutions
• After an affinity diagram or
interrelationship diagram has
uncovered key issues
 Constructing a Tree Diagram

Constructing a Tree Diagram

 Constructing a Tree Diagram

Constructing a Tree Diagram

Affinity Diagram Growth Mindset Challenge
Tree Diagram
Growth Mindset
Challenge
Relations
Diagram
Growth Mindset
Challenge
 shows the connection (or correlation) between each

Matrix Diagrams
idea/issue in one or more other groups of items.
a table that allows sets of data to be compared in order
to make better decisions
Matrix Diagrams – cont.
• Displays the existence and
strength of relationship
between pairs of items of two
or more sets.
• Can be used as part of other
decision-making tools (e.g. CED
and QFD)
 13
12
2
13
3
12 2 10 15 4

Analysis???
Matrix Diagrams Examples

• A marketing team selects the most

effective sales tools to increase sales.
• A restaurant team selects the most
effective work processes that improves
customer experience.
• A manufacturing team selects the
possible causes which affect materials
consumption in a production line.
Types of
Matrices
 • Clearly explain to the team the purpose for
Explain building the matrix diagram.

Select and collect

• Select and collect the two sets of data that
need to be compared.

Agree on • Agree on the symbols and their values.

Procedure
Construct • Construct a two-dimensional table.

• Insert the first set of data on the left-hand

Insert column and the second one on top row of the
table.

Work through
• Work through the matrix and discuss the
relationships between every pair of items.
Procedure – cont.
Place the appropriate Give weighted scores to
symbol at the intersecting show relative importance of
cell of the matrix. items.

Review the completed

Calculate the final weighted matrix with your team in
scores for each item. order to make the best
decision for your situation.
5

1
Matrix Diagram Growth Mindset Challenge:
A restaurant manager wants to improve customer’s dining
experience!
Matrix Diagram Challenge cont.
How would you fill in the matrix?
Improve customer's dining experience
FACTORS TOTAL
Food
Staff
Atmosphere

Increase Budget
Improve Quality

Improve Quality

Decrease Menu
for Decorations

Increase Menu
of Service

Add Staff
OPTIONS

Choices
of Food

Prices
+ High (5)
= Medium (3)
- Low (1)
 shows the connection (or
correlation) between each
idea/issue in one or more other
organizes a large number of ideas groups of items
into their natural relationships.

plans the most appropriate

schedule for any complex task and
shows cause-and-effect all of its related subtasks
relationships and analyze the
natural links between different
aspects of a complex and confusing
problem situation maps out all the conceivable events
or contingencies that can occur in the
implementation stage and find out
feasible counter measures to
systematically maps out in increasing overcome problems
detail the full range of paths and
tasks that need to be accomplished in
order to achieve a primary goal and
every related subgoal
identifies clusters of related items
within a larger group
N7 Q.C. Tools

Arrow Diagrams
Used to plan the most appropriate schedule for any complex task and
all of its related subtasks.
Arrow Diagrams – cont.

• Shows relationships among

tasks needed to implement
a plan.
• Network technique using
nodes for events and
arrows for activities.
• Used in PERT and CPM
 • When you know the steps of the project or process, their
sequence and how long each task.
When To Use? • When project schedule is critical, with serious consequence for
completing the project late or significant advantage to
completing the project early.
 How Do I Use It?
List down all necessary tasks in a process or project.
Determine the correct sequence of all the tasks.
- Which one comes first before starting another task?
- Which tasks can be done at the same time?
- Which tasks follow immediately after this one?
 Immediate
Activity Description Predecessors
1 Identify target —
audience
List of Tasks 2 Fix speaker —
3 Finalize course 1,2
contents
4 Fix course fee 2
5 Fix venue 3,4
Diagram the
network of tasks Task 1 Task 3

- Label tasks and

successors and Start Task 5 End
predecessors
Task 2 Task 4
 Path A = 1-2-3 = 9 days

Task 1 Task 2
Determine Task
times and Critical 2 days 3 days

Path Start Task 3 End

4 days
Task 4 Task 5

1 day 2 days

Path B = 4-5-3 = 7 days

 Activity Name
or Symbol
Calculate forward Earliest
A Earliest
pass (ES & EF) as Start
ES EF Finish
well as backward
pass (LS & LF) for LS LF
Latest Latest
each task. Start 2 Finish

Activity Duration
 Earliest start (ES) = earliest time at which an
activity can start, assuming all
predecessors have been
completed
Earliest finish (EF) = earliest time at which an
Perform a Critical activity can be finished
Path Analysis
Latest start (LS) = latest time at which an activity
can start so as to not delay the
completion time of the entire
project
Latest finish (LF) = latest time by which an activity
has to be finished so as to not
delay the completion time of the
entire project
 Earliest Start Time Rule:

 If an activity has only a single

immediate predecessor, its ES equals
Forward Pass the EF of the predecessor
 If an activity has multiple immediate
predecessors, its ES is the maximum of
all the EF values of its predecessors

ES = Max {EF of all immediate predecessors}

 Earliest Start Time Rule:

 The earliest finish time (EF) of an

activity is the sum of its earliest
Forward Pass start time (ES) and its activity time

EF = ES + Activity time
Example

ES EF = ES + Activity time
Start
0 0

0
 EF of A =
ES ES of A + 2
of A
A
Start 0 2
0 0

2
 A
0 2

2 EF of B =
ES ES of B + 3
0
Start
0 of B
B
0 0 3

3
 A C
0 2 2 4

2 2

Start
0 0
= Max (2, 3) D
0
3 7
B
0 3

3
4
 A C
0 2 2 4

2 2

Start
0 0

B D
0 3 3 7

3 4
 Activity Name
or Symbol
Calculate forward Earliest
A Earliest
pass (ES & EF) as Start
ES EF Finish
well as backward
pass (LS & LF) for LS LF
Latest Latest
each task. Start 2 Finish

Activity Duration
 Latest Finish Time Rule:
 If an activity is an immediate predecessor
for just a single activity, its LF equals the
LS of the activity that immediately follows
Backward Pass it
 If an activity is an immediate predecessor
to more than one activity, its LF is the
minimum of all LS values of all activities
that immediately follow it

LF = Min {LS of all immediate following

activities}
 Latest Finish Time Rule:

 The latest start time (LS) of an

activity is the difference of its
Backward Pass latest finish time (LF) and its
activity time

LS = LF – Activity time
 LS/LF Times Example

A C F
0 2 2 4 4 7

2 2 3

Start E H
0 0 4 8 13 15
13 15
0 4 2

B D – Activity time
LS = LF G
0 3 3 7 8 13

3 4 5 LF = EF
of Project
 LS/LF Times
LS/LF Example
Times Example
A C F
0 2 2 4 4 7

10 13
2 2 3

Start E H
0 0
LF =4 Min(LS
8 of 13 15
following activity) 13 15
0 4 2

B D G
0 3 3 7 8 13

3 4 5
 LF = Min(4, 10)

A C F
0 2 2 4 4 7

2 4 10 13
2 2 3

Start E H
0 0 4 8 13 15
4 8 13 15
0 4 2

B D G
0 3 3 7 8 13
8 13
3 4 5
 A C F
0 2 2 4 4 7

0 2 2 4 10 13
2 2 3

Start E H
0 0 4 8 13 15
0 0 4 8 13 15
0 4 2

B D G
0 3 3 7 8 13
1 4 4 8 8 13
3 4 5
  Slack: the length of time an activity
can be delayed without delaying the
Calculate the entire project
slack time for
each activity
Slack = LS – ES or Slack = LF – EF
Arrow Diagram Example
Flawless Paper Products Manufacturing, Inc.
(FPPMI) located in Pasig City has long been
trying to avoid the expense of installing air
pollution control equipment in its facility.
The DENR has recently given the
manufacturer 16 weeks to install a complex
air filter system. FPPMI has been warned
that it may force to close the facility unless
the devise in installed in the allotted period.
Kristoffer Cruz, the plant manager, wants to
make sure that installation of the filtering
system progresses smoothly and on time.
 Immediate
Activity Description Predecessors
A Build internal components —
B Modify roof and floor —

Activities and
C Construct collection stack A
D Pour concrete and install A, B
Predecessors frame
E Build high-temperature C
burner
F Install pollution control C
system
G Install air pollution device D, E
H Inspect and test F, G
 FPPMI’s Activities with Task Time

Activity Description Time (weeks)

A Build internal components 2
B Modify roof and floor 3
C Construct collection stack 2
D Pour concrete and install frame 4
E Build high-temperature burner 4
F Install pollution control system 3
G Install air pollution device 5
H Inspect and test 2
Total Time (weeks) 25
 PROJECT’S PRECEDENCE DIAGRAM

Activity A
A (Build Internal Components)

Start

Activity B
Start B (Modify Roof and Floor)
Activity
 PROJECT’S PRECEDENCE DIAGRAM

Activity A Precedes Activity C

A C

Start

B D

Activities A and B
Precede Activity D
 PROJECT’S PRECEDENCE DIAGRAM

F
A C

E
Start H

B D G

Arrows Show Precedence

Relationships
Critical Path = 15 weeks (A-C-E-G-H or 2+2+4+5+2)
 PROJECT’S ES, EF & LS, LF

A C F
0 2 2 4 4 7

0 2 2 4 10 13
2 2 3

Start E H
0 0 4 8 13 15
0 0 4 8 13 15
0 4 2

B D G
0 3 3 7 8 13
1 4 4 8 8 13
3 4 5
Computing Slack Time
Earliest Earliest Latest Latest On
Start Finish Start Finish Slack Critical
Activity ES EF LS LF LS – ES Path

A 0 2 0 2 0 Yes
B 0 3 1 4 1 No
C 2 4 2 4 0 Yes
D 3 7 4 8 1 No
E 4 8 4 8 0 Yes
F 4 7 10 13 6 No
G 8 13 8 13 0 Yes
H 13 15 13 15 0 Yes

Slack = LS – ES or Slack = LF – EF
Arrow Network Growth Mindset Challenge
A network consists of the following list. Times are given in weeks.
Process
Decisions
Program
Charts
Process
Decisions
Program
Charts
 Used to plan various contingencies
Process
Steers events in required direction if
Decisions
unanticipated problems occur
Program Charts
Finds feasible counter measures to
For producing the overcome problems
desired result from
many possible
outcomes
 PDPC Growth Mindset Challenge

1 2 3
A structural engineering project A kitchen hygiene improvement A mailroom project to improve
manager uses it to help find team uses PDPC to check for delivery times uses it to help check
problems in a plan for constructing possible areas where infection the proposed solution, checking in
a road bridge. could come into contact with particular that it will not have any
consumable foodstuffs. An side-effects that might upset other
individual sub-project is then processes.
spawned for all identified danger
areas.
N7 Q.C. Tools
Matrix Data Analysis

• Also known as Matrix Data Analysis Chart

(MDAC)
• One of the most rigorous, careful and time-
consuming decision-making tool
• Used to identify clusters of related items
within a larger group
Steps:
Partially Desirable
Desirable
STEP 1: DECIDE THE STEP 2: IDENTIFY THE
TWO CHARACTERISTICS MEASUREMENT UNITS
TO ANALYZE

Non- Partially
STEP 3: DRAW A CHART
AND PUT ALL THE DATA
STEP 4: ANALYZE THE
GRAPH BASED ON THE
Desirable Desirable
IN X AND Y GRAPH QUADRANT.
 Score
Dishes Visual Score
MDAC Example Attractiveness Taste

Suppose a reputable college Chilly Potato 7 6

wants to analyze the different
Masala Dola 7 5
dishes in its canteen.
Papdi Chat 8 7
Dishes: Chilly potato, Masala
Dosa, Papdi Chat, Macaroni, Macaroni 8 8
Lunch/Dinner, Sandwich, Grilled Lunch/Dinner 4 3
sandwich, and Samosa
Grilled S/W 8 3
Characteristics
Sandwich 8 2
1. Visual attractiveness
Samosa 9 6
2. Taste of the dishes
Matrix Data Analysis for
Different Dishes

Visual
Analysis???
Macaroni (8,8)

Papdi (8,7)

Chilly Potato (7,6)

Samosa (9,6)

Masala Dola (7,5)

Taste
Lunch/Dinner (4,3)
Sandwich (8,3)

Grilled Sandwich (8,2)

Matrix Data Analysis for

Visual
Different Dishes
Macaroni (8,8)
Desirable
Analysis??? Dishes
Papdi (8,7)

Chilly Potato (7,6)

Samosa (9,6)

Masala Dola (7,5)

Taste
Lunch/Dinner (4,3)
Partially Sandwich (8,3)
Non-y
Desirable Desirable

Grilled Sandwich (8,2)

N7 Tools Keys Success Factors

- awareness to the actual

problem
- eagerness to solve problem
- highly motivated
Keys Success Factors
Keys Success Factors – cont.
Keys Success Factors – cont.
Keys Success Factors – cont.
Keys Success Factors – cont.
A Final Word