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The New Seven

Q.C. Tools
A Training Presentation on the N7

By Christopher Diaz
What are the
New Seven Q.C. Tools
Affinity Diagrams
Relations Diagrams
Tree Diagrams
Matrix Diagrams
Arrow Diagrams
Process Decision Program Charts

Matrix Data Analysis


History of the
New Seven Q.C. Tools
Slide 1 0f 2

Committee of J.U.S.E. - 1972


Aim was to develop more QC
techniques with design approach
Work in conjunction with original
Basic Seven Tools
New set of methods (N7) - 1977
History of the
New Seven Q.C. Tools
Slide 2 0f 2

Developed to organize verbal data


diagrammatically.
Basic 7 tools effective for data
analysis, process control, and quality
improvement (numerical data)
Used together increases TQM
effectiveness
What are the
Basic Seven Q.C. Tools?
Flow Charts
Run Charts
Histograms
Pareto Diagrams
Cause and Effect Diagrams
Scatter Diagrams

Control Charts
Relation Between New Seven
Q.C. Tools and Basic Seven
Tools
FACTS

Data

Numerical Data Verbal Data


Define problem after Define problem before
collecting numerical data collecting numerical data

The Basic Seven Tools The Seven New Tools

Analytical approach Generate Ideas


Organize Formulate plans

Information
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
Benefits of Incorporating
New Seven Q.C. Tools
Slide 1 0f 4

Enhanced Capabilities
Organize verbal data
Generate ideas
Improve planning
Eliminate errors and omissions
Explain problems intelligibly
Secure full cooperation
Persuade powerfully
Benefits of Incorporating
New Seven Q.C. Tools
Slide 2 0f 4

Enhanced Keys to Organizational Reform


Assess situations from various angles
Clarify the desired situation
Prioritize tasks effectively
Proceed systematically
Anticipate future events
Change proactively
Get things right the first time
Benefits of Incorporating
New Seven Q.C. Tools
Slide 3 0f 4

Five Objectives of Organizational Reform


which will establish a Culture that:
Identifies problems
Gives importance to planning
Stresses the importance of the process
Prioritizes tasks
Encourages everyone to think
systematically
Benefits of Incorporating
New Seven Q.C. Tools
Slide 4 0f 4

Unstructured Problem [must be put into solvable form]


The Seven New Tools
Problem is mapped

Problem becomes Thoughts are Plans are Problem becomes


obvious to all easily organized easily laid obvious to all

People understand Problem can be Nothing is Nub of problem


problem clearly articulated omitted is identified

Cooperation is Countermeasures
Things go well
obtained are on target

Problem is in solvable form


Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
New Seven Q.C. Tools
Affinity Diagrams
Slide 1 0f 7

For Pinpointing the Problem in a Chaotic


Situation and Generating Solution Strategies
Gathers large amounts of intertwined
verbal data (ideas, opinions, issues)
Organizes the data into groups based
on natural relationship
Makes it feasible for further analysis
and to find a solution to the problem.
New Seven Q.C. Tools
Affinity Diagrams
Slide 2 0f 7

Advantages of Affinity Diagrams


Facilitates breakthrough thinking and
stimulate fresh ideas
Permits the problem to be pinned
down accurately
Ensures everyone clearly recognizes
the problem
Incorporates opinions of entire group
New Seven Q.C. Tools
Affinity Diagrams
Slide 3 0f 7

Advantages of Affinity Diagrams (cont.)


Fosters team spirit
Raises everyones level of awareness
Spurs to the group into action
Topic
Affinity Statement Affinity Statement Affinity Statement
Data Card Data Card Data Card Data Card Data Card Data Card
Data Card Data Card Data Card Data Card Data Card Data Card
Data Card Data Card
Affinity Statement
Data Card Data Card
Data Card
New Seven Q.C. Tools
Affinity Diagrams
Slide 4 0f 7

Constructing an Affinity Diagram


Group Method Approach
Select a topic
Collect verbal data by brainstorming
Discuss info collected until everyone
understands it thoroughly
Write each item on separate data card
Spread out all cards on table
New Seven Q.C. Tools
Affinity Diagrams
Slide 5 0f 7

Constructing an Affinity Diagram


Group Method Approach (cont.)
Move data cards into groups of similar
themes (natural affinity for each other)
Combine statements on data cards
to new Affinity statement
Make new card with Affinity statement
Continue to combine until less than 5
groups
New Seven Q.C. Tools
Affinity Diagrams
Slide 6 0f 7

Constructing an Affinity Diagram


Group Method Approach (cont.)
Lay the groups outs, keeping the
affinity clusters together
Next, complete the diagram
New Seven Q.C. Tools
Affinity Diagrams
Slide 7 0f 7

Completing an Affinity Diagram

Topic
Affinity Statement Affinity Statement Affinity Statement
Data Card Data Card Data Card Data Card Data Card Data Card

Data Card Data Card Data Card Data Card Data Card Data Card

Data Card Data Card


Affinity Statement
Data Card Data Card

Data Card

Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
New Seven Q.C. Tools
Relations Diagrams
Slide 1 0f 7

For Finding Solutions Strategies by Clarifying


Relationships with Complex Interrelated Causes

Resolves tangled issues by


unraveling the logical connection
Allows for Multi-directional
thinking rather than linear
Also known as Interrelationship
diagrams
New Seven Q.C. Tools
Relations Diagrams
Slide 2 0f 7

Advantages of Relations Diagrams


Useful at planning stage for obtaining
perspective on overall situation
Facilitates consensus among team
Assists to develop and change
peoples thinking
Enables priorities to be identified
accurately
New Seven Q.C. Tools
Relations Diagrams
Slide 3 0f 7

Advantages of Relations Diagrams (cont.)


Makes the problem recognizable by
clarifying the relationships among causes
Tertiary Tertiary
Cause Secondary Cause
Primary Cause Cause

Primary Cause Tertiary


Secondary Cause
Why doesnt
Cause Secondary
X happen?
Cause

Primary Cause Primary Cause


Secondary 6th level
Cause
Tertiary Cause
Secondary Tertiary
Cause
Cause
4th level Cause 4th level 5th level
Cause Cause Cause
New Seven Q.C. Tools
Relations Diagrams
Slide 4 0f 7

Constructing a Relations Diagram


Group Method Approach
Express the problem in form of
Why isnt something happening?
Each member lists 5 causes affecting problem

Write each item on a card


Discuss info collected until everyone
understands it thoroughly
New Seven Q.C. Tools
Relations Diagrams
Slide 5 0f 7

Constructing a Relations Diagram


Group Method Approach (cont.)
Move cards into similar groups
Asking why, explore the cause-effect
relationships, and divide the cards into
primary, secondary and tertiary causes
Connect all cards by these relationships
Further discuss until all possible
causes have been identified
New Seven Q.C. Tools
Relations Diagrams
Slide 6 0f 7

Constructing a Relations Diagram


Group Method Approach (cont.)
Review whole diagram looking for
relationships among causes
Connect all related groups
Next, complete the diagram
New Seven Q.C. Tools
Relations Diagrams
Slide 7 0f 7

Completing a Relations Diagram


Tertiary Tertiary
Cause Secondary Cause
Primary Cause Cause

Primary Cause Tertiary


Secondary Cause
Cause Why doesnt
X happen? Secondary
Cause

Primary Cause Primary Cause


6th level
Secondary
Cause
Tertiary Cause
Cause Tertiary
Secondary
Cause
Cause 4th level
4th level 5th level
Cause Cause Cause
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
New Seven Q.C. Tools
Tree Diagrams
Slide 1 0f 5

For Systematically Pursuing the Best Strategies


for Attaining an Objective

Develops a succession of strategies for


achieving objectives
Reveals methods to achieve the results.
Also known as Systematic diagrams or
Dendrograms
New Seven Q.C. Tools
Tree Diagrams
Slide 2 0f 5

Advantages of Tree Diagrams


Systematic and logical approach is less
likely that items are omitted
Facilitates agreement among team
Are extremely convincing with strategies
4th means
Secondary means 3rd means 4th means
3rd means 4th means
Primary means 3rd means 4th means
4th means
To Secondary means 3rd means
4th means
Accomplish 4th means

Constraints
New Seven Q.C. Tools
Tree Diagrams
Slide 3 0f 5

Constructing a Tree Diagram


Group Method Approach
Write Relations Diagram topic
(Objective card)
Identify constraints on how objective
can be achieved
Discuss means of achieving objective
(primary means, first level strategy)
Take each primary mean, write ob-
jective for achieving it (secondary means)
New Seven Q.C. Tools
Tree Diagrams
Slide 4 0f 5

Constructing an Tree Diagram


Group Method Approach (cont.)
Continue to expand to the fourth level
Review each system of means in
both directions (from objective to means
and means to objective)
Add more cards if needed
Connect all levels

Next, complete the diagram


New Seven Q.C. Tools
Tree Diagrams
Slide 5 0f 5

Completing a Tree Diagram 4th means

3rd means 4th means


Secondary means
3rd means 4th means
Primary means 4th means
3rd means
4th means
3rd means
Secondary means
To 4th means
Accomplish 4th means

3rd means 4th means

Secondary means 3rd means 4th means

4th means
Primary means
3rd means 4th means
Constraints
Secondary means 3rd means 4th means
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
New Seven Q.C. Tools
Matrix Diagrams
Slide 1 0f 7

For Clarifying Problems by Thinking


Multidimensionally
Consists of a two-dimensional
array to determine location and
nature of problem
Discovers key ideas by
relationships represented by the
cells in matrix.
New Seven Q.C. Tools
Matrix Diagrams
Slide 2 0f 7

Advantages of Matrix Diagrams


Enable data on ideas based on
extensive experience
Clarifies relationships among different
elements
Makes overall structure of problem
immediately obvious
Combined from two to four types of
diagrams, location of problem is clearer.
New Seven Q.C. Tools
Matrix Diagrams
Slide 3 0f 7

Advantages of Matrix Diagrams (cont.)


5 types: L-shaped, T-shaped, Y-
shaped, X-shaped, and C-shaped
O O =1 O =4 Principa l

Q C c ir c le s u p p o r t e r
O =2 O X =5 O Subsidia ry
=3 X =6

S it e Q C c ir c le

S e c t io n /P la n t
S e c t io n /P la n t
P r a c t ic a b ilit y

Eva lua tion Responsibilitie s

M anager

M em ber
E f f ic a c y

Re ma rks

Leader
Rank

4th level means


from Tree diagram O O 1 O
4th level means
from Tree diagram O O 1 O Hold 4 times/month
4th level means
from Tree diagram O 3 O At every meeting
4th level means
from Tree diagram O 2 O
4th level means
from Tree diagram O X 5 O At least 3 times/year/person
4th level means
from Tree diagram O O 1 O O
4th level means
from Tree diagram 4 O
New Seven Q.C. Tools
Matrix Diagrams
Slide 4 0f 7

Constructing a Matrix Diagram

Write final-level means from Tree


diagram forming vertical axis
Write in Evaluation categories (efficacy,
practicability, and rank) on horizontal axis.

Examine final-level means to identify


whom will implement them
Write names along horizontal axis
New Seven Q.C. Tools
Matrix Diagrams
Slide 5 0f 7

Constructing a Matrix Diagram (cont.)

Label group of columns as Responsibilities

Label right-hand end of horizontal


axis as Remarks
Examine each cell and insert the
appropriate symbol:
Efficacy: O=good, =satisfactory, X=none
Practicability: O=good,=satisfactory,
X=none
New Seven Q.C. Tools
Matrix Diagrams
Slide 6 0f 7

Constructing a Matrix Diagram (cont.)


Determine score for each combination
of symbols, record in rank column
Examine cells under Responsibility
Columns, insert double-circle for
Principal and single-circle for Subsidiary
Fill out remarks column and record
meanings of symbol
Next, complete the diagram
New Seven Q.C. Tools
Matrix Diagrams
Slide 7 0f 7
Completing a Matrix Diagram
O O =1 O =4 Principal
O =2 O X =5 O Subsidia ry

Q C c ir c le s u p p o r t e r
=3 X =6
Eva luation Responsibilities

S it e Q C c ir c le

S e c t io n /P la n t

S e c t io n /P la n t
P r a c t ic a b ilit y

M anager
Re ma rks

M em ber
E f f ic a c y

Leader
Rank
4th level means
from Tree diagram O O 1 O
4th level means
from Tree diagram O O 1 O Hold 4 times/month
4th level means
from Tree diagram O 3 O At every meeting
4th level means
from Tree diagram O 2 O
4th level means
from Tree diagram O X 5 O At least 3 times/year/person
4th level means
from Tree diagram O O 1 O O
4th level means
from Tree diagram 4 O
4th level means
from Tree diagram O 2 O
4th level means
from Tree diagram O O 1 O
4th level means
from Tree diagram O O 1 O
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
New Seven Q.C. Tools
Arrow Diagrams
Slide 1 0f 7

For Working Out Optimal Schedules and


Controlling Them Effectively
Shows relationships among tasks
needed to implement a plan
Network technique using nodes for
events and arrows for activities
Used in PERT (Program Evaluation and Review
Technique) and CPM (Critical Path Method)
New Seven Q.C. Tools
Arrow Diagrams
Slide 2 0f 7

Advantages of Arrow Diagrams


Allows overall task to viewed and potential
snags to be identified before work starts
Leads to discovery of possible
improvements
Makes it easy to monitor progress of work
Deals promptly with changes to plan
Improves communication among team
New Seven Q.C. Tools
Arrow Diagrams
Slide 3 0f 7

Advantages of Arrow Diagrams (cont.)


Promotes understanding and
agreement among group
Strategy Constraints

4 12

1 2 3 5 9 10 13
Activity

6 8 11

7
New Seven Q.C. Tools
Arrow Diagrams
Slide 4 0f 7

Constructing an Arrow Diagram


From strategies on Tree diagram,
select one (Objective of Arrow Diagram)
Identify constraints to Objective
List all activities necessary to
achieving Objective
Write all essential activities on
separate cards
New Seven Q.C. Tools
Arrow Diagrams
Slide 5 0f 7

Constructing an Arrow Diagram (cont.)

Organize cards in sequential order


of activities
Remove any duplicate activities
Review order of activities, find
sequence with greatest amount of
activities
Arrange parallel activities
New Seven Q.C. Tools
Arrow Diagrams
Slide 6 0f 7

Constructing an Arrow Diagram (cont.)


Examine path, number nodes in
sequence from left to right
Record names and other necessary
information
Next, complete the diagram
New Seven Q.C. Tools
Arrow Diagrams
Slide 7 0f 7
Completing an Arrow Diagram
Strategy Constraints

4 12

1 2 3 5 9 10 13
Activity

6 8 11

7
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
New Seven Q.C. Tools
Process Decisions Program
Charts
Slide 1 0f 7

For Producing the Desired Result from Many


Possible Outcomes
Used to plan various contingencies
Used for getting activities back on track
Steers events in required direction if
unanticipated problems occur
Finds feasible counter measures to
overcome problems
New Seven Q.C. Tools
Process Decisions Program
Charts
Slide 2 0f 7

Advantages of Process Decisions Program Charts


(PDPCs)

Facilitates forecasting
Uses past to anticipate contingencies
Enables problems to pinpointed
Illustrates how events will be directed
to successful conclusion
Enables those involved to understand
decision-makers intentions
New Seven Q.C. Tools
Process Decisions Program
Charts
Slide 3 0f 7

Advantages of PDPCs (cont.)


Fosters cooperation and
communication in group
Easily modified and easily understood
Start

NO
NO NO
NO
YES YES NO NO
YES
NO

GOAL
New Seven Q.C. Tools
Process Decisions Program
Charts
Slide 4 0f 7

Constructing a PDPC
Select a highly effective, but difficult
strategy from the Tree diagram
Decide on a goal (most desirable outcome)
Identify existing situation (Starting point)

Identify constraints of objective


List activities to reach goal and
potential problems with each activity
New Seven Q.C. Tools
Process Decisions Program
Charts
Slide 5 0f 7

Constructing an PDPC (cont.)


Review list. Add extra activities or
problems not thought of previously
Prepare contingency plan for each
step and review what action is
needed if step is not achieved
Examine carefully to check for
inconsistencies and all important
factors are included
New Seven Q.C. Tools
Process Decisions Program
Charts
Slide 6 0f 7

Constructing an PDPC (cont.)


Examine to make sure all
contingency plans are adequate
Next, complete the diagram
New Seven Q.C. Tools
Process Decisions Program
Charts
Slide 7 0f 7
Completing a PDPC
Start

NO
NO NO
NO
YES YES NO NO

YES

NO

GOAL
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
New Seven Q.C. Tools
Matrix Data Analysis
Slide 1 0f 6

Principal Component Analysis


Technique quantifies and arranges
data presented in Matrix
Based solely on numerical data
Finds indicators that differentiate
and attempt to clarify large
amount of information
New Seven Q.C. Tools
Matrix Data Analysis
Slide 2 0f 6

Advantages of Principal Component Analysis


Can be used in various fields (market
surveys, new product planning, process analysis)

Can be when used when Matrix


diagram does not give sufficient
information
Useful as Prioritization Grid
New Seven Q.C. Tools
Matrix Data Analysis
Slide 3 0f 6
Constructing a Prioritization Grid
Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001)

Determine your goal, your


alternatives, and criteria for decision
Place selection in order of importance
Apply percentage weight to each
option (all weights should add up to 1)
Sum individual ratings to establish
overall ranking (Divide by number of
options for average ranking)
New Seven Q.C. Tools
Matrix Data Analysis
Slide 4 0f 6

Constructing a Prioritization Grid (cont.)


Rank order each option with respect to
criterion (Average the rankings and apply a
completed ranking)
Multiply weight by associated rank
in Matrix (in example, 4 is best, 1 is worst)
Result is Importance Score
Add up Importance Scores for each
option
New Seven Q.C. Tools
Matrix Data Analysis
Slide 5 0f 6

Constructing a Prioritization Grid (cont.)


Rank order the alternatives
according to importance

See completed the diagram


New Seven Q.C. Tools
Matrix Data Analysis
Slide 6 0f 6
Completing a Prioritization Grid
Criteria Customer Acceptance Strength Importance Option
(most important) Cost Reliability (least important) Sum Score Ranking
Options
Design A
Percentage weight .40 .30 .20 .10
Rank 4 3 3 1
Importance score 1.6 .90 .60 .10 3.2 1 (tie)
Design B
Percentage weight .30 .40 .10 .20
Rank 3 4 1 2
Importance score .90 1.6 .10 .40 3.0 2
Design C
Percentage weight .25 .25 .25 .25
Rank 1 2 4 3
Importance score .25 .50 1 .75 2.5 3
Design D
Percentage weight 0.3 .10 .20 .40
Rank 3 1 3 4
Importance score .90 .10 .60 1.6 3.2 1 (tie)
Sum of weights 1.25 1.05 .75 .95
Average weight .31 .26 .19 .24
Criterion Ranking 1 2 4 3
Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001)
Review
New Seven Q.C. Tools
Affinity Diagrams
Relations Diagrams
Tree Diagrams
Matrix Diagrams
Arrow Diagrams
Process Decision Program Charts

Matrix Data Analysis


Keys to Successfully Using the
New Seven Q.C. Tools
Slide 1 0f 5

Mental Attitudes
- Keen awareness to the actual problem
- Eagerness to solve problem
- Be highly motivated for the challenge

Four Specific Keys


Understand the problem
Select the right tool for the job
Obtain appropriate verbal data
Interpret analytical results
Keys to Successfully Using the
New Seven Q.C. Tools
Slide 2 0f 5
4 Specific Keys
Understand the problem
Stage 1 - problem is unclear and not obvious
what exact issue should be addressed
Stage 2 - problem is obvious, but causes unknown
explore causes and single out valid ones
Stage 3 - problem and causes are known
required action is unknown
strategies and plan must be developed
Keys to Successfully Using the
New Seven Q.C. Tools
Slide 3 0f 5
4 Specific Keys (cont.)

Selecting Right tool for the Job


Stage 1 - Collect verbal information on events
(Affinity Diagram)
Stage 2 - Choose tool to identify causes
(Relations Diagram / Matrix Diagram)
Stage 3 - List strategies and activities
(Tree Diagram / Relations Diagram)
Plan actual activities
(Arrow Diagram / PDPC Chart)
Keys to Successfully Using the
New Seven Q.C. Tools
Slide 4 0f 5
4 Specific Keys (cont.)

Obtaining appropriate verbal data


Three types of verbal data:
- Facts; factual observations expressed in words
- Opinions; factual information colored by opinion
- Ideas; New concepts created by analyzing facts

.Group Discussions:
- Ensures common understanding
- All data should be without bias or distortion
- Data should fit objective of the analysis
Keys to Successfully Using the
New Seven Q.C. Tools
Slide 5 0f 5
4 Specific Keys (cont.)

Interpreting Analytical Results


Information must be obtained for accomplishing
objectives from:
- Completed diagrams; or
- Process of completing diagrams

Analyze actual information obtained:


- Prepare summarized report with findings,
conclusions, and processes used
- Check if necessary data has been obtained, if
not
- Discover the cause and take appropriate action
Practical Application of
New Seven Q.C. Tools
Slide 1 0f 5
Example; Relations Diagram
Abilities Required for Applying New Seven QC Tools

Complete the following Relations Diagram


- Review notes for clarity
- Get in groups of 4-5 per table (work as a team!)
- Topic - Using the New Seven QC Tools skillfully
- Cause cards- will be provided (not
categorized)
- Arrange cards to complete diagram
(some hints have been provided)
Practical Application of
New Seven Q.C. Tools
Slide 2 0f 5
Abilities Required for Applying New Seven QC Tools

Primary
Cause

Primary Use N7 Primary


Cause Skillfully Cause

Primary
Cause

Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001)
Practical Application of
New Seven Q.C. Tools
Slide 3 0f 5
Abilities Required for Applying New Seven QC Tools
Cause Statements (hints are in yellow)
A Interpret data clearly N Understand seriousness of problem
B Select appropriate tool O Think flexibly from various standpoints
C Think systematically P Obtain appropriate verbal data
D Give opinions Q Expose core of problem
E Know what the problem is R Communicate well
F Extract necessary information S Accurately understand real problem
G Collect reliable verbal data T Have excellent intuition
H Think multidimensionally U See to heart of problem
I Obtain facts V Select appropriate type of verbal data
J Interpret analytical results W Think in terms of word-based diagram
K Generate ideas X Express genuine thoughts
L Know that distorted data is useless Y Hear and respect other's opinions
M Grasp overall pictured Z Generate highly accurate verbal data
Practical Application of
New Seven Q.C. Tools
Slide 4 0f 5
Abilities Required for Applying New Seven QC Tools

T Primary
Cause

Primary
Cause
Use N7
Skillfully B

R Primary
Cause L

Y I

Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001)
Practical Application of
New Seven Q.C. Tools
Slide 5 0f 5
Solution for Abilities Required for Applying New Seven QC Tools

F S U

M T E N

C W J Use N7
Skillfully B G

H R P X L

Y A Z V I Q
O K
Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001)
D
Summary
New Seven Q.C. Tools

Benefits of New Seven Q.C. Tools


1- Provide Training in Thinking
2- Raise Peoples Problem Solving Confidence
3- Increase Peoples Ability to Predict Future
Events

Roles of New Seven Q.C. Tools


1- Express verbal data diagrammatically
2- Make information visible
3- Organize information intelligibly
4- Clarify overall picture and fine details
5- Get more people involved
Bibliography
Foster, Thomas. Managing Quality. An Integrative Approach .
Upper Saddle River : Prentice Hall, 2001.

Nayatani, Yoshingobu, Eiga, Toru, Futami, Ryoji, Miyagawa,


Hiroyuki, and Loftus, John. The Seven New QC Tools:
Practical Applications for Managers. Tokyo : 3A
Corporation, 1994.

TQM: The 9 TQM Tools. Internet


http://www.iqd.com/pfttools.htm.

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