NEW 7

MANAGEMENT
TOOLS
By,

M.kaviarasu,A/P-Mech
Niet

Date:25.07.2017
 AGENDA

WHY THE NEW SET OF TOOLS

LIST OF TOOLS
INDIVIDUAL TOOLS
EXAMPLES
 WHY THE NEW SET OF
TOOLS
To structure the brainstorming process
Simplify
Remove fear
To help create a comfort fit (minimal
dependence on statistics)
Improve penetration
Increase application
 LIST OF TOOLS
Affinity Diagram

Interrelationship diagraph

Tree Diagram

Matrix Diagrams

Matrix Analysis

PDPC, process decision program charts

Arrow diagrams
 AFFINITY
Definition
DIAGRAM
An Affinity Diagram is a special type of
brainstorming process that is used for organising
large groups of information into meaningful
categories. It helps us to clarify and make sense of
a large or complex problem

http://www.tin.nhs.uk/index.asp?pgid=1129
 AFFINITY DIAGRAM
Process

Record each idea on cards or notes

Look for ideas that seem to be related
Sort cards into groups until all cards have been
used.

http://en.wikipedia.org/wiki/Affinity_diagram
 AFFINITY DIAGRAM
Example

How to implement a process of continual

improvement throughout the organisation?
Which causes of waiting time in the hospital
should we be working on?

http://www.tin.nhs.uk/index.asp?pgid=1129<
 AFFINITY DIAGRAM
Example
 AFFINITY DIAGRAM
Example
 AFFINITY DIAGRAM
Example
 INTER RELATIONSHIP
Definition DIAGRAPH
This tool displays all the interrelated
cause-and-effect relationships and
factors involved in a complex
problem and describes desired
outcomes. The process of creating
an interrelationship diagraph
helps a group analyze the natural
links between different aspects of
a complex situation.
`
http://en.wikipedia.org/wiki/Seven_Management_and_Planning_Tools#Interrelationship_Diagraph
 INTER RELATIONSHIP
Process DIAGRAPH
Agree on the issue or question.
Add a symbol to the diagram for every element involved in the
issue.
Compare each element to all others. Use an "influence" arrow to
connect related elements.
The arrows should be drawn from the element that influences to the
one influenced.
If two elements influence each other, the arrow should be drawn to
reflect the stronger influence.
Count the arrows.
The elements with the most outgoing arrows will be root causes or
drivers.
The ones with the most incoming arrows will be key outcomes or
results.
` http://www.skymark.com/resources/tools/relations_diagram.asp
 INTER RELATIONSHIP
Example DIAGRAPH

The quality issue is the potential causes or

factors contributing to late deliveries.

http://www4.asq.org/blogs/statistics/2008/07/interrelationship_digraph_exam.html
 INTER RELATIONSHIP
Example DIAGRAPH

http://www4.asq.org/blogs/statistics/2008/07/interrelationship_digraph_exam.html
 INTER RELATIONSHIP
Example DIAGRAPH

The inference is that Potential causes for late delivery

are:

Poor scheduling practices (6 outgoing arrows),

Late order from customer (5 outgoing arrows), and

Equipment breakdown (3 outgoing arrows).

http://www4.asq.org/blogs/statistics/2008/07/interrelationship_digraph_exam.html
Definition TREE DIAGRAM

This tool is used to break down broad categories

into finer and finer levels of detail. It can map
levels of details of tasks that are required to
accomplish a goal or task. It can be used to
break down broad general subjects into finer and
finer levels of detail. Developing the tree
diagram helps one move their thinking from
generalities to specifics.

http://en.wikipedia.org/wiki/Seven_Management_and_Planning_Tools#Interrelationship_Diagraph
Definition TREE DIAGRAM
This tool is used to break down broad
categories into finer and finer
levels of detail. It can map levels of
details of tasks that are required to
accomplish a goal or task. It can be
used to break down broad general
subjects into finer and finer levels
of detail. Developing the tree
diagram helps one move their
thinking from generalities to
specifics.

http://en.wikipedia.org/wiki/Seven_Management_and_Planning_Tools#Interrelationship_Diagraph
Process TREE DIAGRAM
Develop a statement of the goal
Ask a question that will lead you to the next level of
detail.
Brainstorm all possible answers. Write each idea in a
line below. Show links between the tiers with arrows.
Do a necessary and sufficient check. Are all the items
at this level necessary for the one on the level above?
Each of the new idea statements now becomes the
subject: a goal, objective or problem statement.
Continue to turn each new idea into a subject statement
and ask the question, till you reach a root cause
Do ahttp://www.asq.org/learn-about-quality/new-management-planning-tools/overview/tree-diagram.html
necessary and sufficient check of the entire
diagram. Are all the items necessary for the objective?
Example TREE DIAGRAM

The Pearl River, NY School District, a 2001 recipient of the

Malcolm Baldrige National Quality Award, uses a tree
diagram to communicate how district-wide goals are
translated into sub-goals and individual projects. They
call this connected approach The Golden Thread.

The district has three fundamental goals. The first, to

improve academic performance, is partly shown in the
figure below. District leaders have identified two
strategic objectives that, when accomplished, will lead
to improved academic performance: academic
http://www.asq.org/learn-about-quality/new-management-planning-tools/overview/tree-diagram.html

achievement and college admissions.

Example TREE DIAGRAM

http://www.asq.org/learn-about-quality/new-management-planning-tools/overview/tree-diagram.html
Example TREE DIAGRAM
Lag indicators are long-term and results-oriented. The lag
indicator for academic achievement is Regents diploma
rate: the percent of students receiving a state diploma by
passing eight Regents exams.

Lead indicators are short-term and process-oriented.

Starting in 2000, the lead indicator for the Regents diploma
rate was performance on new fourth and eighth grade state
tests.

Finally, annual projects are defined, based on cause-and-

effect analysis, that will improve performance. In 20002001,
four projects were accomplished to improve academic
achievement.
http://www.asq.org/learn-about-quality/new-management-planning-tools/overview/tree-diagram.html
 MATRIX DIAGRAM
Definition

This tool shows the relationship

between items. At each
intersection a relationship is
either absent or present. It then
gives information about the
relationship, such as its strength,
the roles played by various
individuals or measurements. Six
differently shaped matrices are
possible: L, T, Y, X, C, R and roof-
shaped, depending on how many
groups must be compared.

http://en.wikipedia.org/wiki/Seven_Management_and_Planning_Tools#Interrelationship_Diagraph
 MATRIX
Example
DIAGRAM

http://www.qualityamerica.com/QAProducts/images/ProjectSelection.jpg
 MATRIX
Example
DIAGRAM
A personnel department wanted to improve social activity within
the company in order to increase loyalty levels. A theory was put
forwards that soft-skills training contributed significantly towards
this in-house socializing. The personnel manager consequently
decided to use a Matrix Diagram to investigate this. The steps
taken were:

Objective: Investigate effect of soft-skills training on social

activity.

Matrix: T-matrix, with people on main stem, in-house training

courses to left, attendance of social clubs to right, plus an extra
column for years of service.

Comparison: In-house training - tick for attendance within last

three years; social clubs - three bands corresponding to under
30%, 30% to 70% and over 70% attendance in the same period.
http://syque.com/quality_tools/toolbook/Matrix/example.htm
 MATRIX
Example
DIAGRAM

http://syque.com/quality_tools/toolbook/Matrix/example.htm
 MATRIX
Example
DIAGRAM
The resultant matrix, showed that people with higher
levels of social training also tended to be more
committed members of social clubs. It was also noticed
that there seemed to be a particular increase in
commitment after going on the team-building course.
The length of service showed no particular pattern.
As a result, the training was expanded, and people were
given more encouragement to attend (particularly the
team-building course). This resulted in a steady increase
in social activity and a reduction in attrition rates.

http://syque.com/quality_tools/toolbook/Matrix/example.htm
 PRIORITISATION
Definition MATRIX
This tool is used to prioritize items
and describe them in terms of
weighted criteria. It uses a
combination of tree and matrix
diagramming techniques to do a
pair-wise evaluation of items and to
narrow down options to the most
desired or most effective.

http://en.wikipedia.org/wiki/Seven_Management_and_Planning_Tools#Interrelationship_Diagraph
 PRIORITISATION
Example MATRIX
Problem

To identify the most important factors effecting

motivation in a team
 PRIORITISATION
Example MATRIX
 PRIORITISATION
MATRIX
Example
Pay and work overload, as the highest scoring
motivational problems, were selected for carrying
forward for further investigation. As a result of
consequent work in the project, the pay structure
for certain grades was revised and training on job
scheduling was introduced. In the following year,
the survey improved in these areas by 2 and 3
points, respectively.
 PDPC(Process Decision
Definition Program Chart)
A useful way of planning is to break down
tasks into a hierarchy, using a Tree
Diagram. The PDPC extends the tree
diagram a couple of levels to identify
risks and countermeasures for the
bottom level tasks. Different shaped
boxes are used to highlight risks and
identify possible countermeasures (often
shown as 'clouds' to indicate their
uncertain nature). The PDPC is similar to
the Failure Modes and Effects Analysis
(FMEA) in that both identify risks,
consequences of failure, and contingency
actions; the FMEA also rates relative risk
levels http://en.wikipedia.org/wiki/Seven_Management_and_Planning_Tools#Interrelationship_Diagraph
for each potential failure point.
Process
PDPC
From the bottom level of some activity box, the
PDPC adds levels for:

identifying what can go wrong (failure mode

or risks)
consequences of that failure (effect or
consequence)
possible countermeasures (risk mitigation
action plan)

http://en.wikipedia.org/wiki/Process_Decision_Program_Chart
Example
PDPC
A dress production team at a clothes manufacturer
was improving the cutting-out process in order to
minimize material wastage. They decided to use
PDPC on the work breakdown structure to identify
potential problems and ways of avoiding them.

As the most expensive element is the material itself,

they defined a significant risk as, 'Anything that
might cause the cut cloth to be ruined', and viable
countermeasures as, 'Anything that will reduce the
risk, and which costs less than 100 pieces of cloth' .

http://syque.com/quality_tools/toolbook/PDPC/example.htm
Example
PDPC

http://syque.com/quality_tools/toolbook/PDPC/example.htm
Example
PDPC
As a result of this, the cutting was tested on cheaper
material, resulting in the material clamp being
redesigned to prevent drag, a start notch provided
for the cutter and the general area being inspected
for sharp corners to minimize snag problems. The
cutting operator was involved in the PDPC process
and the subsequent tests, resulting in her fully
understanding the process. The final cutting process
thereafter ran very smoothly with very little error.

http://syque.com/quality_tools/toolbook/PDPC/example.htm
 ACTIVITY NETWORK
Definition DIAGRAM
This tool is used to plan the appropriate
sequence or schedule for a set of tasks and
related subtasks. It is used when subtasks
must occur in parallel. The diagram
enables one to determine the critical path
(longest sequence of tasks). (See also
PERT diagram.)

Two Types

Arrow on Node

Arrow on Arrow

http://syque.com/quality_tools/toolbook/PDPC/example.htm
 ACTIVITY NETWORK
Process DIAGRAM
Drawing the Network
List all the necessary tasks in the project or process. One
convenient method is to write each task on the top half of a
card or sticky note. Across the middle of the card, draw a
horizontal arrow pointing right.

Determine the correct sequence of the tasks. Do this by

asking three questions for each task:
Which tasks must happen before this one can begin?
Which tasks can be done at the same time as this
one?
Which tasks should happen immediately after this
one?
It can be useful to create a table with four columns prior
tasks, this task, simultaneous tasks, following tasks.
http://www.asq.org/learn-about-quality/new-management-planning-tools/overview/arrow-diagram.html
 ACTIVITY NETWORK
Process DIAGRAM
Diagram the network of tasks. If you are using notes
or cards, arrange them in sequence on a large piece
of paper. Time should flow from left to right and
concurrent tasks should be vertically aligned. Leave
space between the cards.

Between each two tasks, draw circles for events. An

event marks the beginning or end of a task. Thus,
events are nodes that separate tasks.

http://www.asq.org/learn-about-quality/new-management-planning-tools/overview/arrow-diagram.html
 ACTIVITY NETWORK
Process DIAGRAM

Look for three common problem situations and

redraw them using dummies or extra events. A
dummy is an arrow drawn with dotted lines used to
separate tasks that would otherwise start and stop
with the same events or to show logical sequence.
Dummies are not real tasks.

http://www.asq.org/learn-about-quality/new-management-planning-tools/overview/arrow-diagram.html
 ACTIVITY NETWORK
Process DIAGRAM
In the activity on arrow (AOA) diagram each
activity is represented by an arrow connecting two
circles (nodes)
The nodes represent transitions between activities
referred to as events
The duration of an activity is written by the arrow
representing it.
Example shows activity (A), the duration of which is
four days, between events 1 and 2.
PM Lecture/Network Analysis/CPM Slide 4/ Paul Forrester/University of Birmingham
 ACTIVITY NETWORK
Process AOA DIAGRAM

Time is denoted on AOA diagrams in the top and bottom right-hand

quadrants of the nodes, thus:

Earliest Start (ES) Time for

any activity leaving event 3
Event
Number

Latest Finish (LS) Time for

any activity entering event 3
(without putting the project as a
whole behind schedule)

PM Lecture/Network Analysis/CPM Slide 5/ Paul Forrester/University of Birmingham

 ACTIVITY NETWORK
Process DIAGRAM
In the activity on node (AON) diagram, each
activity is represented by a rectangular box the
arrows merely indicate precedence.
AON networks do not need dummies to maintain
logic of precedence.
More information is normally included on the
AON diagram.
Most computer packages for project planning
and control tend to use AON notation.
PM Lecture/Network Analysis/CPM Slide 16/ Paul Forrester/University of Birmingham
 ACTIVITY NETWORK
Process AON DIAGRAM
AON notations do vary, but below is the most commonly used

Earliest Earliest
Start time Duration finish time

Activity Number and Activity

description
ES d EF

Latest Total Float Latest Activity

Start time finish time
LS TF LF

Shorthand notation
PM Lecture/Network Analysis/CPM Slide 17/ Paul Forrester/University of Birmingham
 ACTIVITY NETWORK
Process DIAGRAM
First do a forward pass to note down the
duration and the Earliest finish and start times

Then a backward pass is done to fill in the

Latest finish, start and total float times

PM Lecture/Network Analysis/CPM Slide 16/ Paul Forrester/University of Birmingham

 ACTIVITY NETWORK
DIAGRAM
Example

Immediate
Activity Time (days)
Predecessors
A 2 -
B 7 -
C 4 A
D 3 A

E 2 B,C

F 3 D,E

PM Lecture/Network Analysis/CPM Slide 18/ Paul Forrester/University of Birmingham

 ACTIVITY NETWORK
Process forwardDIAGRAM
pass
0 7 7

B
LS TF L 7 2 9
F
0 2 2 2 4 6 E
9 3 12
A LS TF L
C
F F
LS TF L LS TF L
F F
LS TF L
F
2 3 5

D
LS TF L
F

PM Lecture/Network Analysis/CPM Slide 19/ Paul Forrester/University of Birmingham

 ACTIVITY NETWORK
Process backwardDIAGRAM
pass
0 7 7

B
0 TF 7 7 2 9

0 2 2 2 4 6 E
9 3 12
A 7 TF 9
C
F
1 TF 3 3 TF 7
9 TF 12

2 3 5

D
6 TF 9

PM Lecture/Network Analysis/CPM Slide 20/ Paul Forrester/University of Birmingham

 ACTIVITY NETWORK
DIAGRAM
Process float time and critical
path
0 7 7

B
0 0 7 7 2 9

0 2 2 2 4 6 E
9 3 12
A 7 0 9
C
F
1 1 3 3 1 7
9 0 12

2 3 5

D
6 4 9
PM Lecture/Network Analysis/CPM Slide 21/ Paul Forrester/University of Birmingham
Any tool is a weapon if you hold it right.
Ani DiFranco
Grammy award winner, Prolific artist and feminis
Thank you