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Total Quality Management

A report on

The Seven new Management and Planning Tools
submitted by: KARTHIKEYAN M S KARTHIKEYAN KARTHIKEYAN R KARTHIKEYAN 3511010320 3511010321 3511010322 3511010323

Affinity Diagram (KJ Method) Interrelationship Diagraph (ID) Tree Diagram Prioritization Matrix Matrix Diagram Process Decision Program Chart (PDPC) Activity Network Diagram . but their collection and promotion were. or simply the seven management tools. communicate information and successfully plan major projects. Not all the tools were new. often called the seven management and planning (MP) tools. 7. 5. 2. the Union of Japanese Scientists and Engineers (JUSE) saw the need for tools to promote innovation. A team researched and developed the seven new quality control tools.The Seven new Management and Planning Tools In 1976. 4. 3. are: 1. In 1979 the book Seven New Quality Tools for Managers and Staff was published and in 1983 was translated into English. The seven MP tools. The Seven new Management and Planning Tools have their roots in Operations Research work done after World War II and the Japanese Total Quality Control (TQC) research. 6. listed in an order that moves from abstract analysis to detailed planning.

(i) Affinity Diagram: Organizes a large number of ideas into their natural relationships. This tool displays all the interrelated cause-and-effect relationships and factors involved in a complex problem and describes desired outcomes. It was created in the 1960s by Japanese anthropologist Jiro Kawakita. Its also known as KJ diagram. Affinity diagram is a special kind of brainstorming tool. The process of creating an interrelationship diagraph helps a group analyze the natural links between different aspects of a complex situation. This tool takes large amounts of disorganized data and information and enables one to organize it into groupings based on natural relationships. . (ii) Interrelationship Diagraph: Shows cause-and-effect relationships and helps you analyze the natural links between different aspects of a complex situation.after Jiro Kawakita.

It can be used to break down broad general subjects 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 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. Developing the tree diagram helps one move their thinking from generalities to specifics. .(iii) Tree Diagram: This tool is used to break down broad categories into finer and finer levels of detail. (iv) Prioritization Matrix: This tool is used to prioritize items and describe them in terms of weighted criteria.

Different shaped boxes are used to highlight risks and identify possible countermeasures (often shown as 'clouds' to indicate their uncertain nature). the roles played by various individuals or measurements. T. Six differently shaped matrices are possible: L. using a Tree Diagram. . such as its strength. At each intersection a relationship is either absent or present. X. The PDPC is similar to the Failure Modes and Effects Analysis (FMEA) in that both identify risks. The PDPC extends the tree diagram a couple of levels to identify risks and countermeasures for the bottom level tasks. Y. and contingency actions.(v) Matrix Diagram: This tool shows the relationship between items. depending on how many groups must be compared. the FMEA also rates relative risk levels for each potential failure point. R and roof-shaped. consequences of failure. C. It then gives information about the relationship. (vi) Process Decision Program Chart (PDPC): A useful way of planning is to break down tasks into a hierarchy.

. The diagram enables one to determine the critical path (longest sequence of tasks).(vii) Activity Network Diagram: 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.