Quality Control

Quality Control
Chapter 12- Management

and Planning Tools
PowerPoint presentation to accompany
Besterfield
Quality Control, 8e
PowerPoints created by Rosida Coowar
Besterfield: Quality Control, 8th ed.. © 2009 Pearson Education, Upper Saddle River, NJ 07458.
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Outline
1. Why, Why
2. Force Field Analysis
3. Nominal Group Technique
4. Affinity Diagram
5. Interrelationship Diagram
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Outline
6. Tree Diagram
7. Matrix Diagram
8. Prioritization Matrices
9. Process Decision Program Chart
10. Activity Network Diagram
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Learning Objectives
When you complete this chapter, you should:
 Be able to describe the why, why, forced field, and
nominal group techniques.
 Know how to develop and utilize the following tools:
 Affinity Diagram
 Interrelationship Diagram
 Tree Diagram
 Matrix Diagram
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Learning Objectives-cont’d.
When you complete this chapter, you should:
 Know how to develop and utilize the
following tools cont’d.:
 Process Decision Program Chart
 Activity Network Diagram
 Prioritization Matrices
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Management and Planning Tools
 These tools are particularly useful in
structuring unstructured ideas, making
strategic plans, organizing and controlling
large and complex projects.
 These tools are very effective for teams
and, in some cases, for individuals.
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Management and Planning Tools
 Subjective information.
 Applications of these tools has been
proven useful in process improvement,
cost reduction, policy deployment, and
new-product development.
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Why, Why
 Key to finding the root cause of a problem by
focusing on the process rather than on
people.
 Describes the problem in specific terms and
then ask “why”.
 This tool is very beneficial in developing
critical thinking.
 It is frequently a quick method of solving
problems.
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Forced Field Analysis
 Identifies the forces and factors that may
influence the problem or goal.
 Helps an organization to better understand
promoting or driving and restraining or
inhibiting forces so that the positives can be
reinforced and the negatives reduced or
eliminated.
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Steps:
1. Define the objective.
2. Determine criteria for evaluating the
effectiveness of the improvement action.
3. Brainstorm the forces that promote and
inhibit achieving the goal.
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Steps cont’d.:
4. Prioritize the forces from greatest to
least.
5. Take action to strengthen the promoting
forces and weaken the inhibiting forces.
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Benefits:
 Determine the positives and negatives of a
situation.
 Encourage people to agree and prioritize
the competing forces.
 Identify the root causes.
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Objective: Stop Smoking
Promoting Forces Inhibiting Forces
Poor Health Habit
Smelly Clothing Addiction
Poor Example Taste
Cost Stress
Impact on Others Advertisement
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Nominal Group Technique
Provides the issues/ideas input from
everyone on the team and for effective
decisions.
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Nominal Group Technique
Steps:
1. Everyone writes on a piece of paper the
situation they think is most important.
2. The papers are collected, and all situations are
listed on a flip chart.
3. Rank the situations (using another paper). Give
numerical values 1…
4. Points for each problem are totaled and the
item with the highest number of points is
considered to be the most important.
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Affinity Diagram
A tool for organizing a large number of
ideas, opinions, and facts relating to a
broad problem or subject area.
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Affinity Diagram
Procedure:
1. State the issue in a full sentence.
2. Brainstorm using short sentences on
self-adhesive notes.
3. Post them for the team to see.
4. Sort ideas into logical groups.
5. Create concise descriptive headings for each
group.
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Interrelationship Diagram
 Identifies and explores causal relationships
among related concepts or ideas.
 It allows the team to classify the cause-
and-effect relationships among all factors
so that the key drivers and outcomes can
be used to solve the problem.
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Steps:
1. The team should agree on the issue or problem
statement.
2. All of the ideas or issues from other techniques
or from brainstorming should be laid out.
3. Start with the first issue.
4. The second iteration is to compare other issues.
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Steps cont’d.:
5. The entire diagram should be reviewed and
revised where necessary.
6. The diagram is completed by tallying the
incoming and outgoing arrows and placing
this information below the box.
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Benefits:
 Allows the team to identify root causes
from subjective data.
 Systematically explores cause-and-effect
relationships.
 Encourages members to think
multidirectionally.
 Develops team harmony and effectiveness.
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Tree Diagram
Maps out the paths and tasks necessary to
complete a specific project or reach a
specified goal.
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Tree Diagram
Procedure:
1. Choose an action-oriented objective statement
from the interrelationship diagram, affinity
diagram, brainstorming, team mission
statement.
2. Using brainstorming, choose the major
headings.
3. Generate the next level by analyzing the major
headings. Repeat this question at each level.
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Tree Diagram
Benefits:
 Encourages team members to think
creatively.
 Makes large projects manageable.
 Generates a problem-solving atmosphere.
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Matrix Diagram
 Display relationships between ideas,
activities or other dimensions in such a way
as to provide logical connecting points
between each item.
 Data are presented in table form and can
be objective or subjective, which can be
given symbols with or without numerical
values.
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Matrix Diagram
Procedure:
1. Select the factors affecting a successful
plan.
2. Select the appropriate format (depend
on the number of variables).
3. Determine the relationship symbols.
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Matrix Diagram
Benefits:
 Encourage the team to think in terms
of relationship, their strength, and any
pattern.
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Prioritization Matrices
 Prioritizes issues, tasks, characteristics, based
on weighted criteria using a combination of tree
and matrix diagram techniques.
 Once prioritized, effective decision can be
made.
 Prioritization matrices are designed to reduce
the team’s options rationally before
implementation planning occurs.
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Steps:
1. Construct an L-Shaped matrix combining the
options, which are the lowest-level of detail
of the tree diagram with the criteria.
2. Determine the implementation criteria using
the nominal group technique (NGT) or any
other technique that will satisfactorily weight
the criteria.
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Steps cont’d.:
3. Prioritize the criteria using the NGT. Each
team member weights the criteria so the total
weight equals 1, and the results are totaled
for the entire team.
4. Rank order the options in terms of
importance by each criterion, average the
results, and round to the nearest whole
number.
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Steps cont’d.:
5. Compute the option importance score under
each criterion by multiplying the rank by the
criteria weight.
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Process Decision Program Chart
 The PDPC avoids surprises and identifies
possible countermeasures.
 PDPC is a method for mapping out every
conceivable event and contingency that can
occur when moving from a problem statement
to possible solutions.
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Steps:
1. The team state the objective.
2. That activity is followed by the first level.
3. In some cases a second level of detailed
activities may be used.
4. The team brainstorms to determine what
could go wrong with the conference, and
these are shown as the “what-if” level.
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Steps cont’d.:
5. The countermeasures are brainstormed and
placed in a balloon in the last level.
6. The last step is to evaluate the
countermeasures and select the optimal
ones by placing an O underneath. Place an X
under those that are rejected.
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Activity Network Diagram
 Program evaluation and review technique
(PERT).
 Critical path method (CPM).
 Arrow diagram.
 Activity on node (AON).
 The diagram shows completion times,
simultaneous tasks, and critical activity path.
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Steps:
1. The team brainstorms or documents all the
task to complete a project.
2. The first task is located and placed on the
extreme left of a large view work surface.
3. Any tasks that can be done simultaneously
are placed below.
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Steps cont’d.:
4. Repeat steps 2 and 3 until all tasks are
placed in their correct sequence.
5. Number each task and draw connecting
arrows.
6. Determine the critical path by completing
the four remaining boxes in each task.
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Quality Control

Chapter 12- Management

PowerPoints created by Rosida Coowar

Promoting Forces Inhibiting Forces

Poor Health Habit

Smelly Clothing Addiction

Poor Example Taste

Impact on Others Advertisement

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