Management Tools in TQM

Why,

Why analysis Field Analysis Group Technique Digraph (ID) diagram

Force

Nominal Affinity

Interrelationship Tree

diagram diagram Matrices Decision Program Chart (PDPC) network diagram

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Matrix

Prioritization Process Activity

Additional tools that are very effective for teams and in some case for individual too Called as new 7QC tools These tools do not use hard data rather rely on subjective information. Application of these tools has been proven useful in process improvement, cost reduction, policy deployment, and new product development

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Tools Tools and techniques are practical methods, skills, means or mechanisms that can be applied to particular tasks Used to facilitate positive change and improvements Narrow in focus and is usually used on its own Examples of tools are 7 QC tools Technique It has a wider application than a tool. Needs more thought, skill and training to use It can be thought of as a collection of tools Eg., statistical process control (SPC) employs a variety of tools such as charts, graphs and histograms
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a key role in a company-wide approach to continuous improvement. They allow:

Processes to be monitored and evaluated; Everyone to become involved in the improvement process; People to solve their own problems; A mindset of continuous improvement to be developed

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 Requires

attention to be paid to a number of critical success factors to make their use and application effective and efficient. Some of these are:

Full management support and commitment; Effective, timely and planned training; A genuine need to use the tool or technique; Defined aims and objective for use; A co-operative environment; Backup and support from improvement facilitators.

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Can be a key to finding the root cause of a problem by focusing on the process rather than on the people. Procedure is to describe the problem in specific terms and then keep asking why. For example, Why did we miss delivery date? Wasnt scheduled in time Why it wasnt scheduled in time? There were a lot of engineering changes Why there was lot of changes? - Customer requested them Develops critical thinking and a quick method of solving a problem.

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Used to identify the forces and factors that influence the problem or goal. Helps us to better understand promoting or driving and restraining or inhibiting forces so that the positives can be reinforced and the negatives reduced or eliminated. Procedure Define the objective, determine criteria for evaluating the effectiveness of the action, Brainstorm the forces that promote and inhibit the goal Prioritize the forces from greatest to least, and Take action to strengthen the promoting forces and weaken the inhibiting forces.

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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 The benefits are the determination of the positives and negatives of a situation, encouraging people to agree and prioritize the competing forces, and identify the root causes.
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technique provides for issue/idea input from everyone on the team and for the effective decisions. For example, let us assume that the team wants to decide which problem to work on. Procedure Ask everyone in the team to write on a piece of paper the problem they think is most important. Collect the papers List all problems on a flip chart. Ask each member of the team to use another piece of paper to rank the problems from least important to most important.
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 Procedure

contd.. The rankings are given a numerical value starting at 1 for least important and continuing to the most important. Points for each problem are totaled and the time with the highest number of points is considered to be the most important.

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 It

allows the team to creatively generate a large number of ideas/ issues and then logically group them for problem understanding and possible breakthrough solution. Procedure State the issue in a full sentence, Brainstorm using short sentences on self-adhesive notes Post them for the team to see (Refer to figure 2) Sort ideas into logical groups (Refer to figure 3) Create concise descriptive headings for each group
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 Large

groups should be divided into smaller groups with appropriate headings. All stand-alone should be treated as headers or placed in a miscellaneous category. This tool encourages team creativity and break down barriers, Facilitates break throughs and stimulate ownership of the process.

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It clarifies the interrelationship of many factors of a complex situation. It allows the team to classify the cause and effect relationships among all the factors so that the key drivers and outcomes can be used to solve the problem. The procedure is somewhat more complicated than the previous tools; Procedure The team should agree on the issue or problem statement All of the ideas or issues from other techniques or from brainstorming should be laid out, preferably in a circle.

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Start with the first issue, Lack of respect for others (A), and evaluate the cause-and-effect relationship with Lack of awareness of impact (B). In this situation, Issue B is stronger than Issue A; therefore the arrow is drawn from Issue B to Issue A as shown above Similarly each issue in the circle is compared to Issue A. It is found that only Issue B and E have a relationship with Issue A. Now the first iteration is complete The second iteration is to compare Issue B with Issues C, D, E and F and the third iteration is to compare Issue C with Issues D, E, and F

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The fourth iteration is to compare Issue D with Issues E and F, while in fifth iteration, is to compare Issue E with Issue F The entire diagram should be reviewed and revised where necessary. It is a good idea to obtain information from other people on upstream and downstream processes. The diagram is completed by tallying the incoming and outgoing arrows and placing this information below the box as shown below Issue B is the driver because it has zero incoming arrows and five outgoing ones. It is usually the root cause. The issue with highest incoming arrows is Issue E. It is a meaningful measure of success.

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 Eg:

What are the issues related to reducing litter?

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A relationship diagram allows a team to identify root causes from subjective data, systematically explores cause and effect relationships, encourages members to think multi-directionally, and develops team harmony and effectiveness

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This tool is used to reduce any broad objective into increasing levels of detail in order to achieve the objective Procedure Choose an action oriented objective statement from the interrelationship diagram, affinity diagram, brainstorming, team mission statement and so on. Using brainstorming choose the major headings Generate the next level by analyzing the major headings. Ask what needs to be addressed to achieve the objectives? (Refer figure ) Repeat this question each level.
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Three levels below the objective are usually sufficient to complete the diagram and make appropriate assignments. The diagram should be reviewed to determine if these actions will give the results anticipated or if something has been missed. This tool encourages team members to think creatively, make large project manageable, and generate a problem solution.

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Increase workplace suggestions

Create a workable process

Create capability

Measure results

Provide recognition

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It allows individuals or teams to identify, analyze and rate the relationships among two or more variables. Here data are presented in table form and can be objective or subjective, which can be symbols with or without numerical values. For example, Quality Function Deployment (QFD) is a perfect example of the use of the matrix diagram. There are at least five standard formats - Lshaped, C-shaped, T-shaped, X-shaped, Y-shaped.
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Select the factors affecting a successful plan Select the appropriate format based on the above list Determine the relationship symbols Any symbols can be adopted, provided the diagram contains a legend. Numerical values are also associated with the symbol. Complete the matrix by analyzing each cell and inserting the appropriate symbol. It clearly shows the relationship of two variables. It encourages the team to think in terms of relationships, their strengths, and any patterns.
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These tools prioritize issues, tasks, characteristics, and so forth, based on weighted criteria Once prioritized, effective decisions can be made. Prioritization matrices are designed to reduce the teams options rationally before detailed implementation planning occurs. It utilizes a combination of tree and matrix diagrams as shown in figure. There are 15 implementation options; however, only the first three, beginning at train supervisors, and the last one purchase fork-trucks are shown in the diagram. There are four implementation criteria, however, as shown at the top of the matrix. Prioritization matrices are the most difficult of the tools
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Prioritization matrix for improving shipping efficiency

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Construct an L-shaped matrix combining the options, which are the lowest level of detail of the tree diagram with the criteria. Determine the implementation criteria using the nominal group technique (NGT) or any other technique that will satisfactorily weight the criteria. Using NGT, each team member submits the most important criteria on a piece of paper. They are listed on flip chart, and team members submit another piece of paper rank ordering those listed on the flip chart. Those criteria with the greatest value are the most important. The team decides how many of the criteria to use.

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Those criteria with the greatest value are the most important. The team decides how many of the criteria to use. Prioritize the criteria using the NGT. Each team member weights the criteria so the total weighs equals 1.00, and the results are totaled for the entire team as shown below: Using NDT, rank order the options in terms of importance by each criterion, average the results, and round to the nearest whole number. Thus, this ranking should be from 1 to the number of options.
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Compute the option importance score under each criterion by multiplying the rank by the criteria weight as shown in the Table 1. The options with the highest total are those that should be implemented first.

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Program to achieve particular objectives do not always go according to plan, and unexpected developments may have serious consequences. The process decision program chart (PDPC) helps to avoid surprises and identifies possible countermeasures Procedure Ask the team to state the objective - say to plan a successful refresher course. That activity is followed by the first level, which is the refresher course activities of registration, presentations, and facilities. Only the presentation activity is shown here. In some cases a second level of detailed activities may be used.
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The team should brainstorm to determine what could go wrong with the reference course, and these are shown as the what-if level. Countermeasures are brainstormed and placed in a balloon in the last level. The last step is to evaluate the countermeasures and select the optimal ones by placing an O underneath. Place and X under those that are rejected. The example has used a graphical format. PDPC can also use an outline format with the activities listed.

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The probability in percent, that a what-if will occur can be included in the box. PDPC should be used when the task is new or unique, complex, or potential failure has great risks. This tool encourages team members to think about what can happen to a process and how countermeasures can be taken. It provides the mechanism to effectively minimize uncertainty in an implementation plan.

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This tool has different names and deviations, such as program evaluation action and review technique (PERT), critical path method (CPM), arrow diagram, and activity on node (AOD). It allows the team to schedule a project efficiently. The diagram shows completion times, simultaneous tasks, and critical activity path.
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The common difficulties associated with the use and application of tools and techniques include: Poorly designed training and support; Being able to apply what has been learnt; Inappropriate use of tools and techniques; Resistance to the use of tools and techniques; Failure to lead by example; Poor measurement and data handling; Not sharing and communicating the benefits achieved.
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 Why,

Why analysis Field Analysis Group Technique Digraph (ID) diagram

Force

Nominal Affinity

Interrelationship Tree

diagram diagram Matrices Decision Program Chart (PDPC) network diagram

GE 71 - Total Quality Management

Matrix

Prioritization Process Activity

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