Post on 03-Jun-2018
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Total Quality Management
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SESSION
9
Quality Management Tools
TQM
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Agenda
Classic Quality Tools Management Tools (New Quality
Tools)
Other tools
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Management Tools
Listed are some of the new qualitymanagement tools being in practice:
Forced Field Analysis Nominal Group Technique
Affinity Diagram Interrelationship Digraph Why, Why Analysis Tree Diagram
Matrix Diagram Activity Network Diagram Prioritization Matrices Process Decision Program Chart
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Forced Field Analysis
Used to identify the forces and factors thatmay influence the problem or goal.
Helps an organization better understandpromoting or driving and restraining or
inhibiting forces, so that positives could bereinforced and the negatives be
reduced/eliminated.
Encourage people to agree and prioritize thecompeting forces, and identify the root cause.
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Forced Field Analysis
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Forced Field Analysis
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Forced Field Analysis
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Nominal Group Technique
This technique provide for issue/idea fromeveryone on the team.
Identify priorities or select a few alternatives. Minimize influence within the group. Effective decision making.
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When to Use Nominal Group Technique
When some group members are much morevocal than others.
When some group members think better insilence.
When there is concern about some membersnot participating.
When the group does not easily generatequantities of ideas.
When all or some group members are new tothe team.
When the issue is controversial or there isheated conflict.
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Nominal Group Technique
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Affinity Diagram
For pinpointing the problem in a chaoticsituation and generating solution strategies.
It is highly effective tool for cutting throughconfusion and bringing a problem clearly into
focus.
It is a way of locating and structuring theproblem when the situation is fuzzy,
indeterminate and ill-defined.
This tool is used for collecting various facts,opinions and ideas in the form of verbal data
and synthesizing then into a single diagram
based on natural affinities.
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Affinity Diagram
Problem
statement
!!
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Affinity Diagram
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Affinity Diagram
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Affinity Diagram
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Interrelationship Digraph
Also known as Relation Diagram. ID clarifies the interrelationship of many
factors of a complex situation.
It is a tool for resolving thorny, tangled issues bysorting out the logical connections among knottedcauses and effects. When applying this technique,
a group repeatedly constructs and revises the
diagram, gradually building a consensus.
The technique is useful for changing peoplesthinking, pinpointing the crux of a problem, andopening up avenues for solving it.
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Interrelationship Digraph
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Interrelationship Digraph
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Interrelationship Digraph
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Interrelationship Digraph
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Why, Why Analysis
Simple, very effective and quick solutions. Key to finding the root cause of the problem
by focusing on the process rather than on
people.
It is a method of questioning that leads to theidentification of the root cause(s) of a
problem.
Ask Why - Minimum 3 time, preferably 5times.
This tool is very beneficial in developingcritical thinking.
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Why, Why Analysis
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Why, Why Analysis
The vehicle will not start. (the problem)Why?- The battery is dead. (first why)Why?- The alternator is not functioning. (second
why)
Why?- The alternator belt has broken. (third why)Why?- The alternator belt was well beyond itsuseful service life and not replaced. (fourth why)
Why?- The vehicle was not maintained accordingto the recommended service schedule. (fifth why, a
root cause)Why?- Replacement parts are not available
because of the extreme age of the vehicle. (sixth
why, optional footnote)
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Tree Diagram
Systematically pursuing the best strategies forattaining an objective.
Also sometimes called as SystematicDiagram.
Methodology: Write the objective on the left side.er problem. Think different strategies to achieve these
objectives in the form of primary branches.
Again think different means to accomplish thesestrategies in the form of secondary branches. In this way keep on stratifying till you find easy
solutions of a bigger problem.
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Tree Diagram
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Tree Diagram
Satisfied Customers at XYZ Restaurant
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Tree Diagram
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Tree Diagram
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Matrix Diagram
A Matrix Diagram is helpful whenever youwant to establish pairings between two items,
and/or whenever you want to rate an item
according to its relationship to another item
(or items).
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Matrix Diagram
There are at least 5 standard formats: An Lshaped matrix relates two groups of items to each
other (or one group to itself).
A Tshaped matrix relates three groups of items: groupsB and C are each related to A. Groups B and C are not
related to each other. A Yshaped matrix relates three groups of items. Each
group is related to the other two in a circular fashion.
A Cshaped matrix relates three groups of items alltogether simultaneously, in 3-D.
An Xshaped matrix relates four groups of items. Eachgroup is related to two others in a circular fashion. A roofshaped matrix relates one group of items to itself.
It is usually used along with an Lor Tshaped matrix.
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Matrix Diagram
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Matrix Diagram
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Matrix Diagram
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House of Quality
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Activity Network Diagram
Different namesArrow diagram, PERT(Program Evaluation and Review Technique),
CPM (Critical Path Method) and AON (Activity
on Node).
Project teams/QC circles uses this tool forcontrolling progress of problem solving
against set schedules.
The arrow diagram is useful for clarifying therelationships among the many subtasks of acomplex project and for setting the schedule.
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Activity Network Diagram
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Activity Network Diagram
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Activity Network Diagram
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Activity Network Diagram
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Activity Network Diagram (Simplified)
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Prioritization Matrices
Works when there are more tasks thanavailable resources.
Helps managers/teams in choosing betweenseveral viable options.
Under many possibilities and complicatedcriteria this tool facilitate systematic
discussion, identification and prioritize for
final and effective decision making with
objectivity.
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Prioritization Matrices
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Process Decision Program Chart
To prevent and guard against unanticipatedproblems that frequently occur in complex
systems and may sometime leads to serious
accidents.
It is used to plan for the various contingenciesthat could arise as events unfold, and also
found effective for getting activities back on
track when process is becoming unstable.
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Process Decision Program Chart
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Process Decision Program Chart
Objective
What - if
Counter-
measures
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Process Decision Program Chart
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Process Decision Program Chart
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Practice Exercises
Chapter 17(Revised 3rd edition) exercise: 1, 2, 3, 4, 5, 6, 7, 8, 10, 11, 13, 14, 15, 16, 17.
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THE END