8/11/2019 TQM9

1/50

Total Quality Management

8/11/2019 TQM9

2/50

www.company.com

SESSION

9

Quality Management Tools

TQM

8/11/2019 TQM9

3/50

www.company.com

Agenda

Classic Quality Tools Management Tools (New Quality

Tools)

Other tools

8/11/2019 TQM9

4/50

www.company.com

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

8/11/2019 TQM9

5/50

www.company.com

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.

1

8/11/2019 TQM9

6/50

www.company.com

Forced Field Analysis

8/11/2019 TQM9

7/50

www.company.com

Forced Field Analysis

8/11/2019 TQM9

8/50

www.company.com

Forced Field Analysis

8/11/2019 TQM9

9/50

www.company.com

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.

2

8/11/2019 TQM9

10/50

www.company.com

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.

8/11/2019 TQM9

11/50

www.company.com

Nominal Group Technique

8/11/2019 TQM9

12/50

www.company.com

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.

3

8/11/2019 TQM9

13/50

www.company.com

Affinity Diagram

Problem

statement

!!

8/11/2019 TQM9

14/50

www.company.com

Affinity Diagram

8/11/2019 TQM9

15/50

www.company.com

Affinity Diagram

8/11/2019 TQM9

16/50

www.company.com

Affinity Diagram

8/11/2019 TQM9

17/50

www.company.com

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.

4

8/11/2019 TQM9

18/50

www.company.com

Interrelationship Digraph

8/11/2019 TQM9

19/50

www.company.com

Interrelationship Digraph

8/11/2019 TQM9

20/50

www.company.com

Interrelationship Digraph

8/11/2019 TQM9

21/50

www.company.com

Interrelationship Digraph

8/11/2019 TQM9

22/50

www.company.com

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.

5

8/11/2019 TQM9

23/50

www.company.com

Why, Why Analysis

8/11/2019 TQM9

24/50

www.company.com

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)

8/11/2019 TQM9

25/50

www.company.com

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.

6

8/11/2019 TQM9

26/50

www.company.com

Tree Diagram

8/11/2019 TQM9

27/50

www.company.com

Tree Diagram

Satisfied Customers at XYZ Restaurant

8/11/2019 TQM9

28/50

www.company.com

Tree Diagram

8/11/2019 TQM9

29/50

www.company.com

Tree Diagram

8/11/2019 TQM9

30/50

www.company.com

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).

7

8/11/2019 TQM9

31/50

www.company.com

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.

8/11/2019 TQM9

32/50

www.company.com

Matrix Diagram

8/11/2019 TQM9

33/50

www.company.com

Matrix Diagram

8/11/2019 TQM9

34/50

www.company.com

Matrix Diagram

8/11/2019 TQM9

35/50

www.company.com

House of Quality

8/11/2019 TQM9

36/50

www.company.com

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.

8

8/11/2019 TQM9

37/50

www.company.com

Activity Network Diagram

8/11/2019 TQM9

38/50

www.company.com

Activity Network Diagram

8/11/2019 TQM9

39/50

www.company.com

Activity Network Diagram

8/11/2019 TQM9

40/50

www.company.com

Activity Network Diagram

8/11/2019 TQM9

41/50

www.company.com

Activity Network Diagram (Simplified)

8/11/2019 TQM9

42/50

www.company.com

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.

9

8/11/2019 TQM9

43/50

www.company.com

Prioritization Matrices

8/11/2019 TQM9

44/50

www.company.com

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.

10

8/11/2019 TQM9

45/50

www.company.com

Process Decision Program Chart

8/11/2019 TQM9

46/50

www.company.com

Process Decision Program Chart

Objective

What - if

Counter-

measures

8/11/2019 TQM9

47/50

www.company.com

Process Decision Program Chart

8/11/2019 TQM9

48/50

www.company.com

Process Decision Program Chart

8/11/2019 TQM9

49/50

www.company.com

Practice Exercises

Chapter 17(Revised 3rd edition) exercise: 1, 2, 3, 4, 5, 6, 7, 8, 10, 11, 13, 14, 15, 16, 17.

8/11/2019 TQM9

50/50

THE END