6 EXPLANATION

1. Affinity Diagram Method

(1) What is the affinity diagram method?
The a ffinity
d m iagram i a a ethod
t m c s a ni pproach
s o t s hat o akes
a p r o b l e m o r i s s u e t h a t i s d i f f i c u l t t o u n d e r s t a n d - “I
f owr ae nx ta m
t op sl ee,e w h a t t h e i d e a l
situation i ” o r“I w santt l o w ocate t p here
i ” – b yc heollecting aroblem
l o l dsot a f anguage
the problem or issue and integrating the language data based on affinity (a close relati
between two things that have similar qualities, structures, features, etc.).

(2) Applications of affinity diagrams

Application Purpose Example of use

• What is an attractive workplace?
• W e w a n t t o m a k e • Ideal c l edepartment
a r w hand a section
t managers
an • What should QC circle activities be?
Constructio
n of idea
ideal situation is. • H o w s h o u l d w e c a r
• Set a direction for action to take. research
• We want to get out of our rut. and development?
• We want to improve approaches.
• What is the current problem?
• W ah t i s t h e p r o b l
• We want to locate where the
company’s
Recognition problem is.
of fact
structure?
• We want to make clear how
• W eh r e i s s u c h a p
serious the problem is.
department
A’s performance.

(3) Stages in QC stories at which the affinity diagram method should be used
Problem-solving type Step Issue-achieving type
○ Selecting a theme 1 Selecting a theme ○
Planning activities 2 Planning activities
◎ Grasping the current situation 3 Making clear issues ◎
Setting goals 4 Setting goals
◎ Analyzing factors 5 Planning measures
○ Planning measures 6
Pursuing the optimum measure ○
Carrying out the measures Carrying out the optimum
7
measure
C o n f i r m i n g t h e eConfirming
f f e c thet effect
o f of
the 8 the
measures optimum measure
Entrenching and Entrenching and standardizing
standardizing 9 the
the measures optimum measure
Reflecting on the results Reflecting on the results
and 10 and
determining future activities determining future activities
◎: Frequently used　　○: Used
 EXPLANATION 7

(4) Sorting card

Sorting a c o aouple c of o ffinitive
d c i a ards
s i d ut o a f a ata d ards
i nto
called sorting card. What is important in this sorting card is that cards should be sorted sensibly,
not in theory. Sorting patterns are shown in the table below.
For beginners and when the number of data card is large, pattern 3 is said to be convenient for
sorting card. (In the example herein, pattern 3 is used to sort cards.)
Pattern Method Advantage and disadvantage
Advantage: It is said that a general
way
can eliminate theoretical classification.
P r e p a r e a n a f f i n i t y c a r d f r o m a c o u p l e o f d a
D i s a d v a n t a g e : T h e p
cards.
1 affinity
Then, bundle and return them to the original set of cards.
cards is difficult for beginners because
Continue this operation until several bundles are made.
of
b u n d l e s w i t h d i f f e r
levels.
When about two-thirds of the cards are sorted, prepare
an
affinity card in tandem with it.
Advantage: These patterns are
2 After an affinity card for all groups of sorted cards is
for
completed,
b e g i n n e r s b e c a u s e t h
bundle and return them to the original set of cards.
levels
Repeat this operation until several bundles are made.
of affinity cards can be made uniform.
When the number of non-affinitive cards is reduced to
D i s a d v a n t a g e
about
remaining
10% of the total number of cards, prepare an affinity card
cards decreases as grouping proceeds.
after
In consequence, there may be the risk
sorting card is completed.
3 of
After an affinity card for each group of sorted cards is
c o l l e c t i n g l e
prepared,
unreasonably.
b u n d l e a n d r e t u r n t h e m t o t h e o r i g i n a l s e
cards.
Repeat this operation until several bundles are made.

(5) Combination with other approaches

Evaluate t d heo i egree o e fb mportance
o a d f a ach
d undle
a
combination with another approach based on it.
Method Combination
• With the bundle with the highest degree of importance set as a theme, prepare another
Affinity diagram
affinity
method
diagram to further investigate the structure of the problem.
• With t b he w undle t h d ith o he
i ighest
s a a t egree
p a rf mportance
diagram
to identify the main cause of the problem.
Relation
• With the theme of affinity diagrams set as a theme for a relation diagram, locate causes
diagram
and
method
identify the m cain o t ause
p b f f het t roblem
s b t t y p ixingc i wo o i
order of
the degree of importance of the affinity diagrams.
8 EXPLANATION

• With the bundle with the highest degree of importance set as a them
systematic
diagram to implement means or measures to solve the problem.
• With the theme of affinity diagrams set as a theme forsystematic
a diagram, implement
Systematic
means or
diagram
measures to solve the problem, and locate causes and identify the main cause of
method
problem
by f ixing t t f wo
b o t tourp undles
m i o oo t hed rimary
o i oeans n
the
affinity diagrams.
[Step 1] Determine a theme.
A t heme t b s o i e t aelectedd mn he
i n r ffinity i iagram
s o a eethod s
problem but should be:
• a problem that is too vague to understand;
• a problem that takes a lot of time to find a solution;
• a problem of which one wants to carefully see through the nature; or
• a problem that all parties concerned should get involved in and achieve a consensus on.

[Step 2] Collect language data.

Collect language data of a suitable type for the application.

Construction of idea
Application Presumption
Fact data Opinion data
data
Construction ◎
○ ◎
of idea
Recognition ◎ ×
×
of fact
◎: Frequently used ○: Used X: Not used
 EXAMPLE 9

[Step 1] Select a theme.

Theme: What is an ideal supervisor for young employees? (Construction of idea)

[Step 2] Collect language data.

We asked all members of the section what an ideal supervisor for him/her was in order to collect
opinion data
• The person clearly says yes or no.
• The person treats all personnel fairly.
• The person is interested in fashions.
• The person is optimistic.
• The person has a sense of humor.
• The person does not excessively adhere to rules.
• The person is fun to drink with.
• The person kindly lends a helping hand even on personal matters.
• The person gives proper advice when someone is in trouble.
• The person leaves the way of work all up to me.
• The person does not waver after giving instructions.
• The person sometimes tells us a story that opens our eyes.
• The person lets me do new jobs one after another.
• The person does not shift responsibility for a fault to his/her subordinates.
• The person has a hobby.
• The person does not hesitate to lend help or support.
• The person shows his/her definite attitude to his/her superiors.
• The person reproves us in a reasonable manner.
• The person delegates authority to his/her subordinates.
• The person shows responsibility and authority to his/her subordinates clearly.
• The person positively adopts ideas and proposals from his/her subordinates.
• The person does not speak evil of his/her subordinates outside the section.
• The person carefully listens to his/her subordinates’ opinions.
• The person understands the ability of each subordinate well.
• The person understands the personality of each subordinate well.
• The person puts his/her trust in the performance of each subordinate.
• The person is spirited.
• The person shows the specific purpose and goal of work and gives instructions about it.
• The person is keen on popular trends.
• The person speaks softly.
10 PREPARATION

[Step 3] Make data cards based on language data.

Divide the collected language data into sentences with an independent, minimum meaning, and
write each sentence on a single card. These cards are called “Data card.”
<Points>
① Make clear “what the language data is telling about,” and make data cards.
② Do not give a data card two or more meanings.
③ Presumption data and opinion data are diverse in abstraction level.
Make data cards taking into account the details and abstraction level of data.

[Step 4] Sort data cards.

Spread and repeatedly read the data cards, and collect a couple of cards showing affinity
(specifically, the cards are trying to say the same thing or the true intent of the cards is similar).
This operation is called “Sorting card.”
<Points>
① It is important to collect cards in a manner “as if” they naturally gather.
② Collect two cards in principle, or up to three. If an affinity card is prepared from many
cards (Step 5), the abstraction level drastically increases.
③ If four or more cards are collected, check if they are collected based on
“some classification criterion,” “prejudice,” or “plot.”
④ Do not try to collect cards that do not show any affinity with other cards. Leave them
as they are.
 EXAMPLE 11

[Step 3] Make data cards based on language data.

The person The person The person is The person is The person has
clearly says treats all interested in optimistic. a sense of
yes or no. personnel fairly. fashions. humor.

The person does

not excessively
adhere to rules.
・・・・・・・・・・

[Step 4] Sort data cards.

The person has a The person has a The person is The person puts
hobby. spirited. his/her trust in the
sense of humor. performance of
each subordinate.

The person does The person is keen The person is The person lets me
not excessively on popular trends. optimistic. do new jobs one
adhere to rules. after another.

The person The person is The person positively

The person is fun to
speaks softly. interested in adopts ideas and
drink with. proposals from
fashions.
his/her subordinates.

The person carefully The person shows the The person kindly The person
listens to his/her specific purpose and lends a helping delegates authority
subordinates’ goal of work and gives hand even on to his/her
opinions. instructions about it. personal matters. subordinates.

The person The person does The person gives The person leaves
understands the not waver after proper advice when the way of work all
ability of each giving someone is in up to me.
subordinate well. instructions. trouble.

The person The person clearly The person The person shows
understands the says yes or no. sometimes tells us responsibility and
personality of each a story that opens authority to his/her
[Step 5] Makewell.
subordinate affinity cards. our eyes. subordinates.
Consider a sentence that shows the true intent common to the two or three data cards sorted in
The person
an accurate, does manner,
concise
The person does The person shows The person does not
and write it on a single card as a face card. This is called for
an
not hesitate to lend not speak evil of his/her definite shift responsibility
“Affinity
help card.”
or support. his/her subordinates attitude to his/her a fault to his/her
outside the section. superiors. subordinates.
<Points>
① An
The affinity card is permitted
person The personto be slightly abstract because it expresses the common
treats
reproves us in aof the cards
true intent all personnel fairly.
in a concise manner, but must not be extremely abstract.
reasonable
② Do not write on an affinity card the contents of the collected cards. It is easy for you to
manner.
12 EXAMPLE

make a sentence by writing “what the data cards are trying to say” or “what image came
into my head.”
③ Exercise care not to fall into any of the bad patterns shown below.

？ Type Example Reason

Although this tells us something about
Sales person the attitude of a sales person, we
I am careful not Index type during a business cannot understand what it is going to tell
to interfere with negotiation us until we take up the affinity card and
the person
speaking. check the data cards.

During a business Only words are too abstract to

I strictly refrain Word type
from crossing my negotiation understand details.
arms and legs
during a business
negotiation. Keep a good
Tongue-tied manner during a Although this is rather good, something
type business is lacking.
negotiation.

Do not cross my
arms and legs
There is no reason to collect the cards.
during a business
Addition type He true intent common to the two cards
negotiation and
cannot be understood.
interfere with the
person speaking.

The attitude
during a business
The person interprets the data cards in
Exaggeration negotiation
his/her own way based on his/her
type determines the
subjectivity or stereotypes.
success of the
negotiation.
Example: Exercise care not to make the other party uncomfortable during
a business negotiation.
 EXAMPLE 13

[Step 5] Make affinity cards.

The person is The person puts

The person The person has an
spirited and his/her trust in the
appears flexible interest in a variety
pleasant. performance of
and relaxed. of things
each subordinate.

The person has a The person is The person puts

The person has a
hobby. spirited. his/her trust in the
sense of humor.
ability of each
subordinate.

The person does The person is The person is The person lets me
not excessively keen on popular optimistic. do new jobs one
adhere to rules. trends. after another.

The person positively

The person The person is The person is fun adopts ideas and
speaks softly. interested in to drink with. proposals from his/her
fashions. subordinates.

The person The person gives The person makes The person gives us
understands the accurate, definite us feel possible to an opportunity to
ability and personality instructions about grow up our skill. determine something
of each subordinate at our own discretion.
well.
work.

The person carefully The person shows the The person kindly The person
listens to his/her specific purpose and lends a helping delegates authority
subordinates’ goal of work and gives
hand to me even on to his/her
opinions. instructions about it.
personal matters. subordinates.

The person The person does The person gives The person leaves
understands the not waver after proper advice when the way of work all
ability of each giving instructions. someone is in up to me.
subordinate well. trouble.

The person The person The person The person shows

understands the clearly says yes sometimes tells us responsibility and
personality of each or no. a story that opens authority to his/her
subordinate well. our eyes. subordinates.

The person makes The person does The person shows

The person does
us think of him/her not speak evil of his/her definite
as a powerful
not hesitate to lend his/her subordinates attitude to his/her
supervisor. help or support. outside the section. superiors.

The person The person The person does not

The person
reproves us in a shift responsibility for
reproves us in a fair, treats all a fault to his/her
reasonable manner. reasonable personnel fairly. subordinates.
manner.
14 PREPARATION

[Step 6] Bundle the affinity card and the data cards.

Put the data cards on one another, and place the affinity card on them. Bundle these cards, and
return them to the original set of cards. Handle this bundle as a single data card thereafter.

[Step 7] Repeat steps 4 to 6 until several bundles are made.

<Points>
① As the operation proceeds, the affinity between cards decreases. For this reason,
reduce the level of affinity from “almost the same” or “similar” to “relating to one
another” or “there is some connection.”
② Do not try to collect cards that do not show any affinity with other cards. Leave them as
they are.
 EXAMPLE 15

[Step 6] Bundle the affinity card and the data cards.

The person The person

趣味をhas The person is
明るい性格で The person puts
部下の力を信頼
流行に関心がある ネアカである 次々と新しい
appears flexible
ユ anおしゃれに関心
interest in a 一緒に酒を飲ん
spirited and 部下のアイデア
his/her
してくれる
仕事をさせて
trust in the
持っている でいて楽しい
ある や提案を積極的
ability of each
and relaxed. を持っている
variety of things. pleasant. くれる
に採用する
subordinate.
話し方が
The person gives
目的と目標を The person makes
個人的な相談にも The person gives us
部下に権限を
指示をした後で 困ったときに 仕事のやり方を任
Yes と
accurate,
明示して仕事を No が
definite us時々、なるほど
feel親切に
possible to an 部下に責任と
opportunity to
迷いださない
instructions about 適切に
という話を せてくれる
委譲してくれる
権限を明示してく
determine something
指示する
明確である grow up
乗ってくれる
アドバイスする our skill.
work. してくれる at our ownれる
discretion.

The部下の意見を
person The person makes The納得できる
person The person does not
部下の一人ひとり 助力や支援を
部下の性格を
understands the ability us 部下の悪口を
上に対して
think of him/her えこひいきを
reproves us in a fair, shift responsibility for
の能力をよく知っ
and よく聞くof
personality はっきりとした
a惜しまない
as部外で言わない
powerful 叱り方をする
reasonable manner. a fault to his/her
よく把握している
ている しない
[Step each
7] Repeat steps
subordinate well. 4 to 6 until
態度を示すseveral bundles are made.
supervisor. subordinates.

The person correctly

The person is The person lets The person leads
understands each
broad-minded not his/her subordinates and develops subordinate, and gives
only as a company venture to do work. his/her accurate instructions
man but also as an subordinates. about work.
individual.

Theユーモアが
person The person puts
部下の力を信頼 The person makes
個人的な相談にも The person
部下の意見を
ルールに
話し方が 次々と新しい
部下のアイデア 困ったときに 部下の一人ひと
appears flexible his/her
してくれるtrust in the us時々、なるほど
feel親切に
possible to 部下の性格を
understands the
わかる 仕事をさせて
や提案を積極的
ability of each 適切に
という話を りの能力をよく
よく聞く
ability and
こだわりすぎない
andソフトである
relaxed. くれる grow up
乗ってくれる
アドバイスする our skill. よく把握している
に採用する
subordinate. してくれる 知っている
personality of each
subordinate well.

The person
趣味をhas The部下に権限を
person gives us The person makes
助力や支援を
流行に関心がある an仕事のやり方を us 部下の悪口を The person gives
anおしゃれに関心
interest in a 部下に責任と
opportunity
任せてくれる
to 上に対して
think of him/her 目的と目標を
指示をした後で
Yes と No が
accurate
持っている 権限を明示して
委譲してくれる
determine something はっきりとした
a惜しまない
as部外で言わない
powerful 明示して仕事を
迷いださない
を持っている
variety of things. くれる
at our own discretion. 態度を示す
supervisor. instructions about
指示する
明確である
work.

The person is
明るい性格で The納得できる
The person does not person
The ネアカである
person 一緒に酒を飲ん
is broad- The shift
person lets えこひいきを
Thereproves
person
responsibility for leads
us in a The person correctly
柔軟でゆとりがspirited
ユーモアが and 能力を
部下の力を信頼 この人の下にいる
個人的な相談にも 部下の性格や
部下の意見を
minded ルールに
not
話し方が
感じられる でいて楽しい
only ある
as a 次々と新しい
his/her
a fault
部下のアイデア and 困ったときに
develops
to his/her叱り方をする
時々、なるほど
fair,
と成長するような 　
reasonable
しない 部下の一人ひとり
understands
部下の性格を
仕事の指示が each
興味や関心の
pleasant.
趣味を 自由裁量の
してくれる
部下に権限を
仕事をさせて 強い上司に仕え
親切に
助力や支援を
適切に 能力をよく把握し
目的と目標を
指示をした後で迷
流行に関心がある
company man but
おしゃれに関心
わかる 信頼してくれる
仕事のやり方を
や提案を積極的
部下に責任と his/her
subordinates.
subordinates 部下の悪口を
という話を
manner.
気がする 上に対して
ていると思える
subordinate,
の能力をよく知っ
ているYes
よく聞く and gives
と No が
こだわりすぎない
明るく楽しい
ソフトである
明るい性格で 失敗の責任を
くれる
任せてくれる 叱り方が公平で
乗ってくれる
アドバイスする 納得できる 明示して仕事を指
accurate instructions
よく把握している
的確である
いださない
also as対象が広い
anネアカである
individual.
持っている
一緒に酒を飲ん 余地を与える
venture to do work.
に採用する
権限を明示して
委譲してくれる してくれるえこひいきを
subordinates.
はっきりとした
惜しまない
納得がいく ている
を持っている 部外で言わない about work.示する
明確である
性格である
でいて楽しい
ある 部下に転じない
くれる 態度を示す
叱り方をする
しない
16 PREPARATION

[Step 8] Place the cards, and compile an affinity diagram.

In steps from 1 to 7, the cards were collected from low-order (data cards) to high-order (several
bundles; also called islands). When compiling an affinity diagram in step 8, separate and place
the bundles from high-order to low-order.
After the cards are placed, enter necessary information (theme, date of preparation, person who
prepared the affinity diagram, summary, etc.).

<Points>
① If the cards are bundled double or triple, the diagram is easy to understand by changing
the thickness or color of the frame line.
② The affinity cards of the several bundles remaining last are conclusions. Based on them,
make a summary.
③ It is also possible to evaluate the degree of importance of the affinity cards of the several
bundles and consider which bundle is more important than the others.
④ A symbol may be used to show the relationship among the several bundles.

Relationship Symbol
Causal Cause 　　　　 Result
Relating 原因　　　　　　結果
Similar 原因　　　　　　結果
Contradictive
 EXAMPLE 17

[Step 8] Place the cards, and compile an affinity diagram.

Theme: What is an ideal supervisor for young employees?
The person correctly
The person is broad- understands each
minded not only as a subordinate, and gives
company man but accurate instructions
also as an individual. about work.

The person The person has The person is The person The person gives
understands the ability accurate instructions
appears flexible an interest in a spirited and and personality of each about work.
and relaxed. variety of things. pleasant. subordinate well.

The person has The person The person carefully The person shows the
The person is specific purpose and
a sense of has a hobby. listens to his/her
spirited. subordinates’ goal of work and gives
humor. opinions. instructions about it.

The person does The person is The person is The person The person does
not excessively keen on understands the not waver after
optimistic. ability of each
adhere to rules. popular trends. giving instructions.
subordinate well.

The person The person is The person is The person The person
speaks softly. interested in understands the clearly says yes
fun to drink personality of each
fashions. with. subordinate well. or no.

The person leads

and develops
his/her
subordinates. The person The person The person
reproves us in a Thereproves
beginning us
is the
in amost important thing.
treats all
fair, reasonable reasonable
personnel fairly.
manner. manner.

The person makes YouThe haveperson kindly

to help people The person
Don'tgives
start with The person
difficult
lends a helping
us feel possible to understand what QChand
circlesproper advice when
problems. sometimes tells us a
aretoallme even on
about. someone is in story that opens our
grow up our skill.
personal matters. trouble. eyes.
Publish a newsletter about Emphasize the process with
QC circles. less concern for results.
The person makes The person does not The person does not The person shows Don't get too tied up in the
us think of him/her hesitate to lend help
"How to"manual speak evil of his/her
Value his/her
the process definite
more concept of QC or adopt QC
as a powerful or support. subordinates outside
than results. attitude to his/her methods at the start.
supervisor. the section. superiors.
QC circles do more than Don't pay attention to the
Don't be concerned
proposing improvement. term quality control .
with results.
The person lets
Summary:
his/her An ideal supervisor is a person who is broad-minded not only as aDon't
company man
adopt the but
QC method
It is most important right away.
subordinates
also as to
an individual,
create
The person puts correctly
a mood. understands
The person puts each
The subordinate,
person lets Thegives
person accurate
positively
venture to do work.
his/her
instructions about trustwork,
in the lets his/her
his/hertrust in the meventure
subordinates do new jobs adopts
to do work, andideas and and
leads
ability of each performance of each proposals from
one after another.
develops his/her subordinates.
subordinate. subordinate. his/her subordinates.

The person does not Prepared

The person on April
gives us The1, 2005 Prepared
person The by: Aiba, Arai, Shiratori,
person The personShiraishi
shows
shift responsibility for The cooperation of various parts of the company helps circleresponsibility
an opportunity to activities grow.and
delegates authority leaves the way of
a fault to his/her determine something to his/her work all up to me. authority to his/her
subordinates. at our own discretion. subordinates.
Management and superiors subordinates.
should promote circle
activities.
Make the workplace a better
place to visit with other Management and superiors
people and to work. should provide long-term
support to circle activities.
Make the workplace an
easier place in which to talk Management should take a Understanding of superiors.
with other people. long-term point of view.

Conduct activities during

Create a better environment Adoption of the merit system. office hours.
and a better place to work in.
 18 EXAMPLE

Enjoy creating through participation.

Enjoy setting a goal and They use the KJ method

achieving it. from time to time.
Theme: What is the best way to promote the smooth operation of QC circles?
Members study
the nature of
their work
Select a subject that is easy Clarify your goal and how for better
to handle and set a goal that much you have understanding.
you can accomplish. accomplished. Work independently with
a progressive attitude.
Select a subject that Study the
Clarify your goal.
everybody can handle. nature of
Be self-reliant. the work.
Set a goal that can be You should know how much
accomplished. you have accomplished. Circle members are
They study to
encouraged to develop
understand the
Evaluate improvement in an attitude of progress.
relationships
monetary terms. with other
departments.
Choose members who have
similar abilities and take
turns as leaders.

It is necessary to gain the cooperation

Choose members The leadership role is
of leaders and higher staff.
with similar abilities. not fixed ; it rotates.

It is important to establish a
reciprocal relationship
between leaders and staff
members. Leaders' Circle members associate with
willingness other circle members and
It is not desirable to have a and staff engage in joint activities. Members should standardize
one-sided relationship members' way the decisions made in the
between leaders and staff of operation circles and execute them.
They associate with members
members (members of the
of other QC circles.
circles). Improvement of
leaders' skills
It is important to have a It necessary, they engage in
smooth relationship between joint activities.
Make full use of
leaders and staff members. staff members.