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WhentoUseanAffinityDiagram
Typicalsituationsare:
Afterabrainstormingexercise Whenanalyzingverbaldata,suchassurveyresults.
AffinityDiagramProcedure Materialsneeded:stickynotesorcards,markingpens,largeworksurface(wall,table,orfloor). 1. Recordeachideawithamarkingpenonaseparatestickynoteorcard.(Duringabrainstormingsession, writedirectlyontostickynotesorcardsifyoususpectyouwillbefollowingthebrainstormwithan affinitydiagram.)Randomlyspreadnotesonalargeworksurfacesoallnotesarevisibletoeveryone. Theentireteamgathersaroundthenotesandparticipatesinthenextsteps. 2. Itisveryimportantthatnoonetalkduringthisstep.Lookforideasthatseemtoberelatedinsomeway. Placethemsidebyside.Repeatuntilallnotesaregrouped.Itsokaytohavelonersthatdontseemto fitagroup.Itsallrighttomoveanotesomeoneelsehasalreadymoved.Ifanoteseemstobelongin twogroups,makeasecondnote. 3. Youcantalknow.Participantscandiscusstheshapeofthechart,anysurprisingpatterns,andespecially reasonsformovingcontroversialnotes.Afewmorechangesmaybemade.Whenideasaregrouped, selectaheadingforeachgroup.Lookforanoteineachgroupingthatcapturesthemeaningofthe group.Placeitatthetopofthegroup.Ifthereisnosuchnote,writeone.Oftenitisusefultowriteor highlightthisnoteinadifferentcolor. 4. Combinegroupsintosupergroupsifappropriate. (AdaptedfromNancyR.TaguesbookTheQualityToolbox,PublishedbyASQQualityPress)
BrainstormingProcedure Materialsneeded:flipchart,markingpens,tapeandblankwallspace. 1. Reviewtherulesofbrainstormingwiththeentiregroup: o Nocriticism,noevaluation,nodiscussionofideas. o Therearenostupidideas.Thewilderthebetter. o Allideasarerecorded. o Piggybackingisencouraged:combining,modifying,expandingothersideas. 2. Reviewthetopicorproblemtobediscussed.Oftenitisbestphrasedasawhy,how,orwhat question.Makesureeveryoneunderstandsthesubjectofthebrainstorm. 3. Allowaminuteortwoofsilenceforeveryonetothinkaboutthequestion. 4. Invitepeopletocallouttheirideas.Recordallideas,inwordsascloseaspossibletothoseusedbythe contributor.Nodiscussionorevaluationofanykindispermitted. 5. Continuetogenerateandrecordideasuntilseveralminutessilenceproducesnomore. (AdaptedfromNancyR.TaguesbookTheQualityToolbox,PublishedbyASQQualityPress)
StepladderTechnique Description TheStepladderTechniqueisasimpletoolthatmanageshowmembersenterthedecisionmakinggroup. DevelopedbyStevenRogelberg,JanetBarnesFarrellandCharlesLowein1992,itencouragesallmembersto contributeonanindividuallevelBEFOREbeinginfluencedbyanyoneelse.Thisresultsinawidervarietyofideas, preventspeoplefrom"hiding"withinthegroup,andithelpspeopleavoidbeing"steppedon"oroverpowered bystronger,loudergroupmembers. WhentoUsetheStepladderTechnique Whenseekingawidervarietyofideas Allowsshy,quietpeopletopresenttheirideasbeforeothergroupmemberscaninfluencethem Allowseveryonetohearmanydifferentviewpointsbeforereachingafinaldecision. StepladderTechniqueProcedure TheStepladderTechniquehasfivebasicsteps.Here'showitworks. Step1:Beforegettingtogetherasagroup,presentthetaskorproblemtoallmembers.Giveeveryone sufficienttimetothinkaboutwhatneedstobedoneandtoformtheirownopinionsonhowtobest accomplishthetaskorsolvetheproblem. Step2:Formacoregroupoftwomembers.Havethemdiscusstheproblem. Step3:Addathirdgroupmembertothecoregroup.Thethirdmemberpresentsideastothefirsttwo membersBEFOREhearingtheideasthathavealreadybeendiscussed.Afterallthreemembershavelaid outtheirsolutionsandideas,theydiscusstheiroptionstogether. Step4:Repeatthesameprocessbyaddingafourthmember,andsoon,tothegroup.Allowtimefor discussionaftereachadditionalmemberhaspresentedhisorherideas. Step5:Reachafinaldecisiononlyafterallmembershavebeenbroughtinandpresentedtheirideas. (AdaptedfromJamesManktelowsbookMindTools,PublishedbyMindToolsLtd)
Whenidentifyingpossiblecausesforaproblem. Especiallywhenateamsthinkingtendstofallintoruts.
FishboneDiagramProcedure Materialsneeded:flipchartorwhiteboard,markingpens. 1. Agreeonaproblemstatement(effect).Writeitatthecenterrightoftheflipchartorwhiteboard.Drawa boxarounditanddrawahorizontalarrowrunningtoit. 2. Brainstormthemajorcategoriesofcausesoftheproblem.Ifthisisdifficultusegenericheadings: o Methods o Machines(equipment) o People(manpower) o Materials o Measurement o Environment 3. Writethecategoriesofcausesasbranchesfromthemainarrow. 4. Brainstormallthepossiblecausesoftheproblem.Ask:Whydoesthishappen?Aseachideaisgiven, thefacilitatorwritesitasabranchfromtheappropriatecategory.Causescanbewritteninseveral placesiftheyrelatetoseveralcategories. 5. Againaskwhydoesthishappen?abouteachcause.Writesubcausesbranchingoffthecauses. ContinuetoaskWhy?andgeneratedeeperlevelsofcauses.Layersofbranchesindicatecausal relationships. 6. Whenthegrouprunsoutofideas,focusattentiontoplacesonthechartwhereideasarefew. 7. (AdaptedfromNancyR.TaguesbookTheQualityToolbox,PublishedbyASQQualityPress)
ForceFieldAnalysisProcedure 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. Describethecurrentsituation Describethedesiredsituation Identifywherethecurrentsituationwillgoifnoactionistaken Listalltheforcesdrivingchangetowardthedesiredsituation Listalltheforcesresistingchangetowardthedesiredsituation Discussandinterrogatealloftheforces:aretheyvalid?cantheybechanged?whicharethecritical ones? Allocateascoretoeachoftheforcesusinganumericalscalee.g.1=extremelyweakand10=extremely strong Charttheforcesbylisting(tostrengthscale)thedrivingforcesontheleftandrestrainingforcesonthe right. Determinewhetherchangeisviableandprogresscanoccur Discusshowthechangecanbeaffectedbydecreasingthestrengthoftherestrainingforcesorby increasingthestrengthofdrivingforces. Keepinmindthatincreasingthedrivingforcesordecreasingtherestrainingforcesmayincreaseor decreaseotherforcesorevencreatenewones. (Basedon"KurtLewin'sarticle,Contributionandasummaryofmethodologyinanalyzingchange)
RelationsDiagramBasicProcedure Materialsneeded:stickynotesorcards,largepapersurface(newsprintortwoflipchartpagestapedtogether), markingpens,tape. 1. Writeastatementdefiningtheissuethattherelationsdiagramwillexplore.Writeitonacardorsticky noteandplaceitatthetopoftheworksurface. 2. Brainstormideasabouttheissueandwritethemoncardsornotes.Ifanothertoolhasprecededthis one,taketheideasfromtheaffinitydiagram,themostdetailedrowofthetreediagramorthefinal branchesonthefishbonediagram.Youmaywanttousetheseideasasstartingpointsandbrainstorm additionalideas. 3. Placeoneideaatatimeontheworksurfaceandask:Isthisidearelatedtoanyothers?Placeideas thatarerelatednearthefirst.Leavespacebetweencardstoallowfordrawingarrowslater.Repeatuntil allcardsareontheworksurface. 4. Foreachidea,ask,Doesthisideacauseorinfluenceanyotheridea?Drawarrowsfromeachideato theonesitcausesorinfluences.Repeatthequestionforeveryidea. 5. Analyzethediagram: o Countthearrowsinandoutforeachidea.Writethecountsatthebottomofeachbox.Theones withthemostarrowsarethekeyideas. o Notewhichideashaveprimarilyoutgoing(from)arrows.Thesearebasiccauses. o Notewhichideashaveprimarilyincoming(to)arrows.Thesearefinaleffectsthatalsomaybe criticaltoaddress. Besuretocheckwhetherideaswithfewerarrowsalsoarekeyideas.Thenumberofarrowsisonlyanindicator, notanabsoluterule.Drawboldlinesaroundthekeyideas. (AdaptedfromNancyR.TaguesbookTheQualityToolbox,PublishedbyASQQualityPress)
ScatterDiagramProcedure 1. Collectpairsofdatawherearelationshipissuspected. 2. Drawagraphwiththeindependentvariableonthehorizontalaxisandthedependentvariableonthe verticalaxis.Foreachpairofdata,putadotorasymbolwherethexaxisvalueintersectstheyaxis value.(Iftwodotsfalltogether,putthemsidebyside,touching,sothatyoucanseeboth.) 3. Lookatthepatternofpointstoseeifarelationshipisobvious.Ifthedataclearlyformalineoracurve, youmaystop.Thevariablesarecorrelated.Youmaywishtouseregressionorcorrelationanalysisnow. Otherwise,completesteps4through7. 4. Dividepointsonthegraphintofourquadrants.IfthereareXpointsonthegraph, o CountX/2pointsfromtoptobottomanddrawahorizontalline. o CountX/2pointsfromlefttorightanddrawaverticalline. o Ifnumberofpointsisodd,drawthelinethroughthemiddlepoint. 5. Countthepointsineachquadrant.Donotcountpointsonaline. 6. Addthediagonallyoppositequadrants.Findthesmallersumandthetotalofpointsinallquadrants. A=pointsinupperleft+pointsinlowerright B=pointsinupperright+pointsinlowerleft Q=thesmallerofAandB N=A+B 7. LookupthelimitforNonthetrendtesttable. o IfQislessthanthelimit,thetwovariablesarerelated. o IfQisgreaterthanorequaltothelimit,thepatterncouldhaveoccurredfromrandomchance. (AdaptedfromNancyR.TaguesbookTheQualityToolbox,PublishedbyASQQualityPress)
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WhiteHat:Withthisthinkinghat,youfocusonthedataavailable.Lookattheinformationyouhave, andseewhatyoucanlearnfromit.Lookforgapsinyourknowledge,andeithertrytofillthemortake accountofthem.Thisiswhereyouanalyzepasttrends,andtrytoextrapolatefromhistoricaldata. RedHat:Wearingtheredhat,youlookatthedecisionusingintuition,gutreaction,andemotion.Also trytothinkhowotherpeoplewillreactemotionally,andtrytounderstandtheintuitiveresponsesof peoplewhodonotfullyknowyourreasoning. BlackHat:Whenusingblackhatthinking,lookatthingspessimistically,cautiouslyanddefensively.Try toseewhyideasandapproachesmightnotwork.Thisisimportantbecauseithighlightstheweakpoints inaplanorcourseofaction.Itallowsyoutoeliminatethem,alteryourapproach,orprepare contingencyplanstocounterproblemsthatarise. BlackHatthinkinghelpstomakeyourplanstougherandmoreresilient.Itcanalsohelpyoutospotfatal flawsandrisksbeforeyouembarkonacourseofaction.BlackHatthinkingisoneoftherealbenefitsof thistechnique,asmanysuccessfulpeoplegetsousedtothinkingpositivelythatoftentheycannotsee problemsinadvance,leavingthemunderpreparedfordifficulties. YellowHat:Theyellowhathelpsyoutothinkpositively.Itistheoptimisticviewpointthathelpsyouto seeallthebenefitsofthedecisionandthevalueinit,andspottheopportunitiesthatarisefromit. YellowHatthinkinghelpsyoutokeepgoingwheneverythinglooksgloomyanddifficult. GreenHat:TheGreenHatstandsforcreativity.Thisiswhereyoucandevelopcreativesolutionstoa problem.Itisafreewheelingwayofthinking,inwhichthereislittlecriticismofideas.Awholerangeof creativitytoolscanhelpyouhere. BlueHat:TheBlueHatstandsforprocesscontrol.Thisisthehatwornbypeoplechairingmeetings. Whenrunningintodifficultiesbecauseideasarerunningdry,theymaydirectactivityintoGreenHat thinking.Whencontingencyplansareneeded,theywillaskforBlackHatthinking,andsoon.
SWOTAnalysis Description SWOTAnalysisisapowerfultechniqueforunderstandingyourStrengthsandWeaknesses,andforlookingatthe OpportunitiesandThreatsyouface. WhentoUseSWOT Whenneedtoeasilyuncoveropportunitiesthatyouarewellplacedtoexploit Whenitscriticaltounderstandtheweaknessesofyourbusinessinordertomanageandeliminate threatsthatwouldotherwisecatchyouunaware. Whentheresaneedtocraftastrategythathelpsyoudistinguishyourselffromyourcompetitors,so thatyoucancompetesuccessfullyinyourmarket.
Wherearethegoodopportunitiesfacingyou? Whataretheinterestingtrendsyouareawareof?
Usefulopportunitiescancomefromsuchthingsas:
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TreeDiagramProcedure 1. Developastatementofthegoal,project,plan,problemorwhateverisbeingstudied.Writeitatthetop (foraverticaltree)orfarleft(forahorizontaltree)ofyourworksurface. 2. Askaquestionthatwillleadyoutothenextlevelofdetail.Forexample: o Foragoal,actionplanorworkbreakdownstructure:Whattasksmustbedonetoaccomplish this?orHowcanthisbeaccomplished? o Forrootcauseanalysis:Whatcausesthis?orWhydoesthishappen? o Forgozintochart:Whatarethecomponents?(GozintoliterallycomesfromthephraseWhat goesintoit? Brainstormallpossibleanswers.Ifanaffinitydiagramorrelationshipdiagramhasbeendonepreviously, ideasmaybetakenfromthere.Writeeachideainalinebelow(foraverticaltree)ortotherightof(for ahorizontaltree)thefirststatement.Showlinksbetweenthetierswitharrows. 3. Doanecessaryandsufficientcheck.Arealltheitemsatthislevelnecessaryfortheoneonthelevel above?Ifalltheitemsatthislevelwerepresentoraccomplished,wouldtheybesufficientfortheone onthelevelabove? 4. Eachofthenewideastatementsnowbecomesthesubject:agoal,objectiveorproblemstatement.For eachone,askthequestionagaintouncoverthenextlevelofdetail.Createanothertierofstatements andshowtherelationshipstotheprevioustierofideaswitharrows.Doanecessaryandsufficient checkforeachsetofitems. 5. Continuetoturneachnewideaintoasubjectstatementandaskthequestion.Donotstopuntilyou reachfundamentalelements:specificactionsthatcanbecarriedout,componentsthatarenotdivisible, rootcauses. 6. Doanecessaryandsufficientcheckoftheentirediagram.Arealltheitemsnecessaryforthe objective?Ifalltheitemswerepresentoraccomplished,wouldtheybesufficientfortheobjective? 11
(AdaptedfromNancyR.TaguesbookTheQualityToolbox,PublishedbyASQQualityPress)
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CBAProcedure CostBenefitAnalysisorcbaisarelativelysimpleandwidelyusedtechniquefordecidingwhethertomakea change.Asitsnamesuggests,yousimplyaddupthevalueofthebenefitsofacourseofaction,andsubtractthe costsassociatedwithit. Costsareeitheroneoff,ormaybeongoing.Benefitsaremostoftenreceivedovertime.Webuildthiseffectof timeintoouranalysisbycalculatingapaybackperiod.Thisisthetimeittakesforthebenefitsofachangeto repayitscosts.Manycompanieslookforpaybackonprojectsoveraspecifiedperiodoftimee.g.threeyears. Initssimpleform,costbenefitanalysisiscarriedoutusingonlyfinancialcostsandfinancialbenefits.For example,asimplecostbenefitratioforaroadschemewouldmeasurethecostofbuildingtheroad,and subtractthisfromtheeconomicbenefitofimprovingtransportlinks.Itwouldnotmeasureeitherthecostof environmentaldamageorthebenefitofquickerandeasiertraveltowork. Amoresophisticatedapproachtobuildingacostbenefitmodelsistotrytoputafinancialvalueonintangible costsandbenefits.Thiscanbehighlysubjectiveis,forexample,ahistoricwatermeadowworth$25,000,oris itworth$500,000becauseifitsenvironmentalimportance?Whatisthevalueofstressfreetraveltoworkinthe morning? Theseareallquestionsthatpeoplehavetoanswer,andanswersthatpeoplehavetodefend. (AdaptedfromRichardBrealeyandStewartMyersbookPrinciplesofCorporateFinancepublishedbyMcGraw Hill)
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DotsTechniqueProcedure Materialsneeded:flipchartorwhiteboard,markingpens,coloredstickondots.
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Displaythelistofoptions.Combineduplicateitems.Affinitydiagramscanbeusefultoorganizelarge numbersofideasandeliminateduplicationandoverlap.Listreductionmayalsobeuseful. Number(orletter)allitems. Decidehowmanyitemsmustbeonthefinalreducedlist.Decidealsohowmanychoiceseachmember willvotefor.Usually,fivechoicesareallowed.Thelongertheoriginallist,themorevoteswillbe allowed,upto10. Workingindividually,eachmembersticksfivedots(orwhatevernumberofchoicesisallowed)onthe itemsheorshethinksmostimportant.(Variationsincludeallowingdifferentcolordotstobeworth moreweightthanothers,orallowingapersontoputmorethanonedotonaparticularitemifheorshe feelsthatitisextremelyimportant) Tallyvotesandseewhichitemsareviewedasmostimportant (AdaptedfromNancyR.TaguesbookTheQualityToolbox,PublishedbyASQQualityPress)
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NominalGroupTechniqueProcedure Materialsneeded:paperandpenorpencilforeachindividual,flipchart,markingpens,tape. 1. Statethesubjectofthebrainstorming.Clarifythestatementasneededuntileveryoneunderstandsit. 2. Eachteammembersilentlythinksofandwritesdownasmanyideasaspossibleinasetperiodoftime (5to10minutes). 3. Eachmemberinturnstatesaloudoneidea.Facilitatorrecordsitontheflipchart. o Nodiscussionisallowed,notevenquestionsforclarification. o Ideasgivendonotneedtobefromtheteammemberswrittenlist.Indeed,astimegoeson, manyideaswillnotbe. o Amembermaypasshisorherturn,andmaythenaddanideaonasubsequentturn. Continuearoundthegroupuntilallmemberspassorforanagreeduponlengthoftime. 4. Discusseachideainturn.Wordingmaybechangedonlywhentheideasoriginatoragrees.Ideasmaybe strickenfromthelistonlybyunanimousagreement.Discussionmayclarifymeaning,explainlogicor analysis,raiseandanswerquestions,orstateagreementordisagreement. 5. Prioritizetheideasusingmultivotingorlistreduction. (AdaptedfromNancyR.TaguesbookTheQualityToolbox,PublishedbyASQQualityPress)
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ParetoChartProcedure 1. Decidewhatcategoriesyouwillusetogroupitems. 2. Decidewhatmeasurementisappropriate.Commonmeasurementsarefrequency,quantity,costand time. 3. DecidewhatperiodoftimetheParetochartwillcover:Oneworkcycle?Onefullday?Aweek? 4. Collectthedata,recordingthecategoryeachtime.(Orassembledatathatalreadyexist.) 5. Subtotalthemeasurementsforeachcategory. 6. Determinetheappropriatescaleforthemeasurementsyouhavecollected.Themaximumvaluewillbe thelargestsubtotalfromstep5.(Ifyouwilldooptionalsteps8and9below,themaximumvaluewillbe thesumofallsubtotalsfromstep5.)Markthescaleontheleftsideofthechart. 7. Constructandlabelbarsforeachcategory.Placethetallestatthefarleft,thenthenexttallesttoits rightandsoon.Iftherearemanycategorieswithsmallmeasurements,theycanbegroupedasother. Steps8and9areoptionalbutareusefulforanalysisandcommunication. 8. Calculatethepercentageforeachcategory:thesubtotalforthatcategorydividedbythetotalforall categories.Drawarightverticalaxisandlabelitwithpercentages.Besurethetwoscalesmatch:For example,theleftmeasurementthatcorrespondstoonehalfshouldbeexactlyopposite50%onthe rightscale. 9. Calculateanddrawcumulativesums:Addthesubtotalsforthefirstandsecondcategories,andplacea dotabovethesecondbarindicatingthatsum.Tothatsumaddthesubtotalforthethirdcategory,and placeadotabovethethirdbarforthatnewsum.Continuetheprocessforallthebars.Connectthe dots,startingatthetopofthefirstbar.Thelastdotshouldreach100percentontherightscale. (AdaptedfromNancyR.TaguesbookTheQualityToolbox,PublishedbyASQQualityPress)
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PMIProcedure Inthecolumnunderneath'Plus',writedownallthepositiveresultsoftakingtheaction.Underneath'Minus' writedownallthenegativeeffects.Inthe'Interesting'columnwritedowntheimplicationsandpossible outcomesoftakingtheaction,whetherpositive,negative,oruncertain. Bythisstageitmayalreadybeobviouswhetherornotyoushouldimplementthedecision.Ifitisnot,consider eachofthepointsyouhavewrittendownandassignapositiveornegativescoretoitappropriately.Thescores youassignmaybequitesubjective. Onceyouhavedonethis,addupthescore.Astronglypositivescoreshowsthatanactionshouldbetaken,a stronglynegativescorethatitshouldbeavoided. (ExcerptedfromJamesManktelowsbookMindTools,PublishedbyMindToolsLtd)
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