AGENDA

WHY THE NEW SET OF TOOLS

LIST OF TOOLS
INDIVIDUAL TOOLS
EXAMPLES
WHY THE NEW SET OF TOOLS
To structure the brainstorming process
Simplify
Remove fear
To help create a comfort fit (minimal
dependence on statistics)
Improve penetration
Increase application
 LIST OF TOOLS
Affinity Diagram

Interrelationship diagraph

Tree Diagram

Matrix Diagrams

Matrix Analysis

PDPC, process decision program charts

Arrow diagrams
 AFFINITY DIAGRAM
Definition

An Affinity Diagram is a special type of

brainstorming process that is used for
organising large groups of information into
meaningful categories. It helps us to clarify
and make sense of a large or complex
problem

http://www.tin.nhs.uk/index.asp?pgid=1129
 AFFINITY DIAGRAM
Process

Record each idea on cards or notes

Look for ideas that seem to be related
Sort cards into groups until all cards have
been used.
http://en.wikipedia.org/wiki/Affinity_diagram
 AFFINITY DIAGRAM
Example

How to implement a process of continual

improvement throughout the
organisation? Which causes of waiting
time in the hospital should we be working
on?
http://www.tin.nhs.uk/index.asp?pgid=1129<
 AFFINITY DIAGRAM
Example
 AFFINITY DIAGRAM
Example
 AFFINITY DIAGRAM
Example
 INTER RELATIONSHIP
DIAGRAPH
Definition

This tool displays all the interrelated

cause-and-effect relationships and
factors involved in a complex
problem and describes desired
outcomes. The process of creating
an interrelationship diagraph helps a
group analyze the natural links
between different aspects of a
complex situation.
`
http://en.wikipedia.org/wiki/Seven_Management_and_Planning_Tools#Interrelationship_Diagraph
 INTER RELATIONSHIP
DIAGRAPH
Process
Agree on the issue or question.
Add a symbol to the diagram for every element involved in the
issue.
Compare each element to all others. Use an "influence" arrow to
connect related elements.
The arrows should be drawn from the element that influences to
the one influenced.
If two elements influence each other, the arrow should be drawn to
reflect the stronger influence.
Count the arrows.
The elements with the most outgoing arrows will be root causes or
drivers.
The ones with the most incoming arrows will be key outcomes or
results.
`
http://www.skymark.com/resources/tools/relations_diagram.asp
 INTER RELATIONSHIP
DIAGRAPH
Example

The quality issue is the potential causes or factors

contributing to late deliveries.

http://www4.asq.org/blogs/statistics/2008/07/interrelationship_digraph_exam.html
 INTER RELATIONSHIP
DIAGRAPH
Example

http://www4.asq.org/blogs/statistics/2008/07/interrelationship_digraph_exam.html
 INTER RELATIONSHIP
DIAGRAPH
Example

The inference is that Potential causes for late delivery are:

‘Poor scheduling practices’ (6 outgoing arrows),

‘Late order from customer’ (5 outgoing arrows), and

‘Equipment breakdown (3 outgoing arrows).

http://www4.asq.org/blogs/statistics/2008/07/interrelationship_digraph_exam.html
 TREE DIAGRAM
Definition

This tool is used to break down broad categories into

finer and finer levels of detail. It can map levels of
details of tasks that are required to accomplish a
goal or task. It can be used to break down broad
general subjects into finer and finer levels of detail.
Developing the tree diagram helps one move their
thinking from generalities to specifics.

http://en.wikipedia.org/wiki/Seven_Management_and_Planning_Tools#Interrelationship_Diagraph
 TREE DIAGRAM
Definition

This tool is used to break down broad

categories into finer and finer levels
of detail. It can map levels of details
of tasks that are required to
accomplish a goal or task. It can be
used to break down broad general
subjects into finer and finer levels of
detail. Developing the tree diagram
helps one move their thinking from
generalities to specifics.

http://en.wikipedia.org/wiki/Seven_Management_and_Planning_Tools#Interrelationship_Diagraph
 TREE DIAGRAM
Process
Develop a statement of the goal
Ask a question that will lead you to the next level of detail.
Brainstorm all possible answers. Write each idea in a line below.
Show links between the tiers with arrows.
Do a “necessary and sufficient” check. Are all the items at this
level necessary for the one on the level above?
Each of the new idea statements now becomes the subject: a
goal, objective or problem statement.
Continue to turn each new idea into a subject statement and ask
the question, till you reach a root cause
Do a “necessary and sufficient” check of the entire diagram. Are
all the items necessary for the objective?

http://www.asq.org/learn-about-quality/new-management-planning-tools/overview/tree-diagram.html
 TREE DIAGRAM
Example

The Pearl River, NY School District, a 2001 recipient of the Malcolm

Baldrige National Quality Award, uses a tree diagram to
communicate how district-wide goals are translated into sub-
goals and individual projects. They call this connected approach
“The Golden Thread.”

The district has three fundamental goals. The first, to improve

academic performance, is partly shown in the figure below.
District leaders have identified two strategic objectives that,
when accomplished, will lead to improved academic
performance: academic achievement and college admissions.

http://www.asq.org/learn-about-quality/new-management-planning-tools/overview/tree-diagram.html
 TREE DIAGRAM
Example

http://www.asq.org/learn-about-quality/new-management-planning-tools/overview/tree-diagram.html
 TREE DIAGRAM
Example

Lag indicators are long-term and results-oriented. The lag indicator for
academic achievement is Regents’ diploma rate: the percent of
students receiving a state diploma by passing eight Regents’ exams.

Lead indicators are short-term and process-oriented. Starting in 2000,

the lead indicator for the Regents’ diploma rate was performance on
new fourth and eighth grade state tests.

Finally, annual projects are defined, based on cause-and-effect

analysis, that will improve performance. In 2000–2001, four projects
were accomplished to improve academic achievement.

http://www.asq.org/learn-about-quality/new-management-planning-tools/overview/tree-diagram.html
 MATRIX DIAGRAM
Definition

This tool shows the relationship between

items. At each intersection a relationship
is either absent or present. It then gives
information about the relationship, such
as its strength, the roles played by
various individuals or measurements. Six
differently shaped matrices are possible:
L, T, Y, X, C, R and roof-shaped,
depending on how many groups must be
compared.

http://en.wikipedia.org/wiki/Seven_Management_and_Planning_Tools#Interrelationship_Diagraph
 MATRIX DIAGRAM
Example

http://www.qualityamerica.com/QAProducts/images/ProjectSelection.jpg
 MATRIX DIAGRAM
Example
A personnel department wanted to improve social activity within the company in order
to increase loyalty levels. A theory was put forwards that soft-skills training contributed
significantly towards this in-house socializing. The personnel manager consequently
decided to use a Matrix Diagram to investigate this. The steps taken were:

Objective: Investigate effect of soft-skills training on social activity.

Matrix: T-matrix, with people on main stem, in-house training courses to left,
attendance of social clubs to right, plus an extra column for years of service.

Comparison: In-house training - tick for attendance within last three years; social
clubs - three bands corresponding to under 30%, 30% to 70% and over 70%
attendance in the same period.

http://syque.com/quality_tools/toolbook/Matrix/example.htm
 MATRIX DIAGRAM
Example

http://syque.com/quality_tools/toolbook/Matrix/example.htm
 MATRIX DIAGRAM
Example
The resultant matrix, showed that people with higher levels of
social training also tended to be more committed members of
social clubs. It was also noticed that there seemed to be a
particular increase in commitment after going on the team-building
course. The length of service showed no particular pattern.

As a result, the training was expanded, and people were given

more encouragement to attend (particularly the team-building
course). This resulted in a steady increase in social activity and a
reduction in attrition rates.

http://syque.com/quality_tools/toolbook/Matrix/example.htm
 PRIORITISATION MATRIX
Definition

This tool is used to prioritize items and

describe them in terms of weighted
criteria. It uses a combination of tree and
matrix diagramming techniques to do a
pair-wise evaluation of items and to
narrow down options to the most desired
or most effective.

http://en.wikipedia.org/wiki/Seven_Management_and_Planning_Tools#Interrelationship_Diagraph
 PRIORITISATION MATRIX
Example
Problem

To identify the most important factors effecting motivation in

a team
 PRIORITISATION MATRIX
Example
 PRIORITISATION MATRIX
Example
Pay and work overload, as the highest scoring motivational
problems, were selected for carrying forward for further
investigation. As a result of consequent work in the project,
the pay structure for certain grades was revised and training
on job scheduling was introduced. In the following year, the
survey improved in these areas by 2 and 3 points,
respectively.
 PDPC
Definition
A useful way of planning is to break down tasks
into a hierarchy, using a Tree Diagram. The
PDPC extends the tree diagram a couple of
levels to identify risks and countermeasures for
the bottom level tasks. Different shaped boxes
are used to highlight risks and identify possible
countermeasures (often shown as 'clouds' to
indicate their uncertain nature). The PDPC is
similar to the
Failure Modes and Effects Analysis (FMEA) in
that both identify risks, consequences of failure,
and contingency actions; the FMEA also rates
relative risk levels for each potential failure
point.
http://en.wikipedia.org/wiki/Seven_Management_and_Planning_Tools#Interrelationship_Diagraph
 PDPC
Process

From the bottom level of some activity box, the PDPC

adds levels for:

•identifying what can go wrong (failure mode or risks)

•consequences of that failure (effect or consequence)
•possible countermeasures (risk mitigation action plan)

http://en.wikipedia.org/wiki/Process_Decision_Program_Chart
 PDPC
Example
A dress production team at a clothes manufacturer was
improving the cutting-out process in order to minimize
material wastage. They decided to use PDPC on the work
breakdown structure to identify potential problems and ways
of avoiding them.

As the most expensive element is the material itself, they

defined a significant risk as, 'Anything that might cause the
cut cloth to be ruined', and viable countermeasures as,
'Anything that will reduce the risk, and which costs less than
100 pieces of cloth' .

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

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

As a result of this, the cutting was tested on cheaper

material, resulting in the material clamp being redesigned to
prevent drag, a start notch provided for the cutter and the
general area being inspected for sharp corners to minimize
snag problems. The cutting operator was involved in the
PDPC process and the subsequent tests, resulting in her fully
understanding the process. The final cutting process
thereafter ran very smoothly with very little error.

http://syque.com/quality_tools/toolbook/PDPC/example.htm
 ACTIVITY NETWORK DIAGRAM
Definition
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

http://syque.com/quality_tools/toolbook/PDPC/example.htm
 ACTIVITY NETWORK DIAGRAM
Process
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
 ACTIVITY NETWORK DIAGRAM
Process
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.

http://www.asq.org/learn-about-quality/new-management-planning-tools/overview/arrow-diagram.html
 ACTIVITY NETWORK DIAGRAM
Process

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.

http://www.asq.org/learn-about-quality/new-management-planning-tools/overview/arrow-diagram.html
 ACTIVITY NETWORK DIAGRAM
Process

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

 ACTIVITY NETWORK DIAGRAM
Process AOA

Time is denoted on AOA diagrams in the top and bottom right-hand quadrants
of the nodes, thus:

Earliest Start (ES) Time for any

activity leaving event 3
Event
Number

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

 ACTIVITY NETWORK DIAGRAM
Process

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
 ACTIVITY NETWORK DIAGRAM
Process AON
AON notations do vary, but below is the most commonly used

Earliest Earliest
Start time Duration finish time

Activity Number and Activity

description
ES d EF

Latest Total Float Latest Activity

Start time finish time
LS TF LF

PM Lecture/Network Analysis/CPM Slide 17/ Paul Forrester/University of Birmingham Shorthand notation

 ACTIVITY NETWORK DIAGRAM
Process

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

 ACTIVITY NETWORK DIAGRAM
Example

Immediate
Activity Time (days)
Predecessors
A 2 -
B 7 -
C 4 A
D 3 A

E 2 B,C

F 3 D,E

PM Lecture/Network Analysis/CPM Slide 18/ Paul Forrester/University of Birmingham

 ACTIVITY NETWORK DIAGRAM
Process forward pass
0 7 7

B
LS TF LF 7 2 9

0 2 2 2 4 6 E
9 3 12
A LS TF LF
C
F
LS TF LF LS TF LF
LS TF LF

2 3 5

D
LS TF LF

PM Lecture/Network Analysis/CPM Slide 19/ Paul Forrester/University of Birmingham

 ACTIVITY NETWORK DIAGRAM
Process backward pass

0 7 7

B
0 TF 7 7 2 9

0 2 2 2 4 6 E
9 3 12
A 7 TF 9
C
F
1 TF 3 3 TF 7
9 TF 12

2 3 5

D
6 TF 9

PM Lecture/Network Analysis/CPM Slide 20/ Paul Forrester/University of Birmingham

 ACTIVITY NETWORK DIAGRAM
Process float time and critical path

0 7 7

B
0 0 7 7 2 9

0 2 2 2 4 6 E
9 3 12
A 7 0 9
C
F
1 1 3 3 1 7
9 0 12

2 3 5

D
6 4 9
PM Lecture/Network Analysis/CPM Slide 21/ Paul Forrester/University of Birmingham
Any tool is a weapon if you hold it right.
Ani DiFranco
Grammy award winner, Prolific artist and feminist
Thank you