2.

3 QUALITY
MANAGEMENT TOOLS
 AGENDA
WHY THE NEW SET OF QUALITY
MANAGEMENT TOOLS
LIST OF TOOLS
INDIVIDUAL TOOLS
EXAMPLES
WHY THE NEW SET OF TOOLS
To structure the brainstorming process
Simplify and organize information
Remove fear
To help create a comfort fit (minimal
dependence on statistics)
Improve penetration and comprehension.
Increase application
 LIST OF TOOLS
1. Affinity Diagram

2. Interrelationship diagraph

3. Tree Diagram

4. Matrix Diagrams

5. Prioritization Matrix

6. PDPC, Process Decision Program Charts

7. Activity Network Diagram

 1. AFFINITY DIAGRAM
Definition

An Affinity Diagram is a special type of

brainstorming process that is used for
organizing large groups of information in to
meaningful categories. It helps us to clarify
and make sense of a large or complex
problem
 1. 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 classified.
 1. AFFINITY DIAGRAM
Example:

How to implement a process of continual

improvement throughout the
organization? Which causes of waiting
time in the hospital should we be worked
on?
 1. AFFINITY DIAGRAM
Example:
 1. AFFINITY DIAGRAM
Example
 1. AFFINITY DIAGRAM
Example
 2. INTERRELATIONSHIP
DIAGRAM
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.
`
 2. INTERRELATIONSHIP
DIAGRAM
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.
`
 2. INTERRELATIONSHIP
DIAGRAM
Example:

The quality issue is the potential causes or factors

contributing to late deliveries.
2. INTERRELATIONSHIP
DIAGRAM

http://www4.asq.org/blogs/statistics/2008/07/interrelationship_digraph_exam.html
 2. INTERRELATIONSHIP
DIAGRAM
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).

 3. 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.
 3. 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
levels of detail. Developing the tree
diagram helps one move their thinking
from generalities to specifics.
 3. 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 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?
 3. 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.
 3. TREE DIAGRAM
Example
 3. 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.
 4. 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.
 4. MATRIX DIAGRAM
Example:
 4. MATRIX DIAGRAM
Products—Customers—Manufacturing Locations
 4. MATRIX DIAGRAM
T-Shaped Matrix Diagram
This T-shaped matrix relates product models (group A)
to their manufacturing locations (group B) and to their
customers (group C).
Examining the matrix in different ways reveals different
information. For example, concentrating on model A, we
see that it is produced in large volume at the Texas plant
and in small volume at the Alabama plant. Time Inc. is
the major customer for model A, while Arlo Co. buys a
small amount. If we choose to focus on the customer
rows, we learn that only one customer, Arlo, buys all
four models. Zig buys just one. Time makes large
purchases of A and D, while Lyle is a relatively minor
customer.
 4. 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.
 4
4. MATRIX DIAGRAM
Example
 4. 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 loyalty levels,
improving production rates.
 5. PRIORITIZATION 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.
 5. PRIORITIZATION MATRIX
Example:

Problem

To identify the most important factors

effecting motivation in a team
 5. PRIORITIZATION MATRIX
Example
 5. PRIORITIZATION MATRIX
Example
Work overload (18.1%) and Insufficient pay (17.4%),
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.
 6. PDPC: Process Decision Program Chart
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.
6. PDPC: Process Decision Program Chart
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)
6. PDPC: Process Decision Program Chart
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' .
6. PDPC: Process Decision Program Chart
Example
6. PDPC: Process Decision Program Chart
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
obstacle 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.
 7. 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 Earliest
Duration
Earliest
Start time finish time
tasks). (See also PERT diagram.)

Activity Number and Activity

description

Latest Total Float Latest

Start time finish time
 7. 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.
 7. ACTIVITY NETWORK
DIAGRAM
Process

Each activity is represented by a rectangular box – the

arrows merely indicate precedence.
Earliest Earliest
Start time Duration finish time

Activity Number and Activity

description

ES d EF
Latest Total Float Latest
Start time finish time Activity

LS TF LF

Shorthand notation
 7. 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
 7. 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
 7. 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
 7. 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
Some examples: