Quality Circle Forum of India

presents

- simplified

NEW SEVEN TOOLS

& PRIORITIZATION ANYLYSIS

Relations Diagram or Interrelationship Digraph

What is Relations Diagram?

Relations Diagram also known as Interrelationship digraph is a tool for finding solution to problems that have complex causal relationship. This helps to untangle and find the logical relations among the intertwined causes and effects. It is a creative process which allows for Multidirectional rather than linear thinking to be used.

Concept
a) Is relations diagram similar to cause-effect diagram relationship ?

In many respect Relations Diagram is similar to Cause and Effect Diagram. Cause and Effect Diagram is very powerful and useful when we are dealing with problems with which we are familiar.

The difference between the two is that in case of Cause and Effect Diagram we can predetermine the major causes but in Relations Diagram we carry out the process first through which the major factors are identified later..

b) When should a Relations Diagram be used ?

Normally, Relations Diagram is used when normal methods do not yield result or when we are probing into an unknown area or process.

Hence opinions can be freely expressed and there is no preconceived design for this. Hence, the same problem may have different analysis when dealt by different teams. However, if the teams are of similar capabilities, findings will not be varying much.

I HAVE A DIFFERENT PLAN

What are the Advantages and Disadvantages of a Relations Diagram?

Advantages

Helps to simplify a complex problem.

Advantages

We can also convert it into a cause and effect diagram once the causal factor and their relationships are established.

Advantages
This relation diagram will help us to decide the responsibilities of all people

It enables to find out the responsibilities of various agencies in the activity process.

Advantages

We can go to the root cause

Advantages
S S
U

MAIN ISSUES

S R

We can break into sub factors.

Disadvantages
I KNOW DIFFERENT

PICTURE WILL EMERGE FROM DIFFERENT GROUP, BUT LOOK FOR SIMILARITIES IN SUB FACTORS.

It has no prescribed format. Hence different pictures can emerge from different groups for one single problem.

Disadvantages

Sometimes it can be very complex, one has to patiently draw, putting down the details appropriately.

Disadvantages

It is time consuming and it has to be used only when normal methods do not yield results.

Disadvantages
Which information I should use?The one prepared for Board meeting, the one for financial institute, or the one prepared for export promotion. The right one finance is not prepared to divulge!!

If authentic and correct information are not collected the whole exercise will be useless and waste.

Disadvantages
He is our Finance Directors Brother in law. We have taken him for that special study and data collection.

Needs good observation to collect factual data.

Disadvantages

Over enthusiasm and too many details can only complicate and confuse.

Disadvantages
I Think we should redraw it for better understanding.

More often than not it may require redrawing for deeper study of the problem.

Relations Diagram can be made in FOUR different ways.

a.

Focussed centre point type

Here we put the problem or issue under discussion in the centre. Then write down the causal factors around it. Once the process is over, start drawing the arrows connecting them. This is also known as centrally converging Relations Diagram.

All talk, no action

Dull and uninspiring people Insufficient innovative ideas to boost sales

Lack of communication Very little product kept in stock

No desire to push sales

Poor customer service No vitality in sales activities

DROP IN NUMBER OF CUSTOMERS

Too many lost opportunities

Product display not appealing

Not having ideas to express Many items out of stock

Low morale

b. Uni-directional type

Here we write down the problem or issue on the left or right side. Then start writing the causal factors on both the sides i.e., up and down and then connect them with the arrows. This is also known as Directionally Intensive Relations Diagram.

Training

Insufficient checks

Insufficient revision

Misunderstanding Individual understanding of abbreviations

English abbreviations

Education

MARKET TROUBLE

Labelling errors

Unnoticed Incomplete operating instructions Operation directions are vague Insufficient knowledge Guidance Capabilities Education Too few people who understand the operation Feasible operations Other charges and misjudgements Modified instructions are vague Insufficient supervision are vague

Inspection error

No modification of instructions Misunderstanding

Checkers

Environment

c. Relations indicative type

In Relations indicative type the problem or issue is written down at the beginning. Then the causal factors are written on the side and below and are inter connected. This is also known as Relationship Indication Relations Diagram.

CREATION OF STRUCTURE TO RESPOND TO NEW AREA DEMAND

Proper understanding of desired quality

Increase in level of operation management

Prompt experimentation

Preparation of quality change

Use of trade promotion material

Accumulation of technical materials

Reduction in changes in production process

Equipment review

Improved information management

Understanding of production process

Integration of product Review of product materials

Resources review

d. Practical application type

This type can be a combination of any or all of the above mentioned methods. The format can be based on organized structure or typical cause and effect Diagram with sub factors like Man, Material, Machine, Method and Measurement. This is also known as Application Format Relations Diagram.

Practical application type

Fundamentals
Level Managerial concepts Policy management Inherent duties Work Quality Control

Materials

Personnel

Capital

Regulations Top Management Managerial structure Product development information Claim information Quality assurance structure Inspection structure Inspection standards

On site Quality Control Quality standards Technical standards

Basic company policies Presidents fiscal policies

Work objectives

Department managers fiscal policies

Major division level themes Major quality issues at the plant level

Functional analysis
Major functions

Standards Records Manuals

Process management Operation standards

Quality Control
Management items at each occupational level Volume Control

Middle Management

Process management

Cost Control
QC Circle teams Managerial intent

Supervisory Level

Management of materials

Facility maintenance standards

Process improvement

Cost management structure Profit management structure Daily operations

QC organization

Management

Major Uses of Relations Diagram

- This is applicable when issues are complicated.

Major Uses of Relations Diagram

- Where various factors and number of agencies are involved for a given task

Major Uses of Relations Diagram

For assessing the responsibilities of various agencies involved and interlinking factors

Major Uses of Relations Diagram

- It helps to have broad, overall picture before a policy guideline or an office order is issued.

Major Uses of Relations Diagram

- It opens up thinking and every issue get highlighted before a decision could be taken.

Major Uses of Relations Diagram

Where multiple objectives are involved in an issue or problem with many agencies Relations Diagram is quite useful.

Caution

I have fixed the leaky pipe here. I hope it is not causing problem somewhere else.

While tackling issues through Relations Diagram care should be taken to see that other areas are not affected by this.

Caution
ACCIDENTS PRODUCTION

For example a safety device tackled to prevent accidents should not result in lowering of productivity.

Caution

Basically Relations Diagram is used where multiple agencies are involved in the issue.

Issues or areas where Relations Diagram is effective

a. Policy Management
Focal point of policy management is setting goals based on the gap between the desired state and present state to bridge the gap. This is normally a problem area. Before issuing orders it is better to see what can be the possible effect of such orders and what need to be done to overcome such problem.

PRESENT STATE

DESIRED STATE

b.Total Quality Control (TQC) Advancement

This is a very important area. Many organizations get into its implementation. This needs a lot of preparation. But top management have no clear cut idea on systems change and it is not an easy task.

Living up to TQC is also not easy. If somebody tells you that it does not require more work, at least in the short run he is not being realistic.

IMPLEMENTING TQC IS VERY EASY

It is better to see in advance as to what are the additional work, time and cost involvement before implementing it.

Can we spare time and money? That is the first question to be answered. If this is not done, programme will end up in a disastrous way however good the intentions may be.

If TQC implementation is taken up many issues may need analysis where Relations Diagram will be useful.

Introduction of a new product

Product launching

In todays market condition, this is very important and also calls for a lot of preparation. Many times market share does not depend upon customer preference alone.

A blind test done about two products showed that the customer preference was almost equal for both the products.

Customer Preference

Market Share

Even then product A had 80% market share and the product B had only 10%.

It was because product A was in the market much before product B and product B needed lot of marketing effort to be put in and also meeting the demands of the customers. But getting into the market first without proper preparation is also not a desirable action.

An internationally reputed detergent manufacturer introduced a new product which had an excellent acceptance.

They were not prepared to cope up with the market demand.

Another equally reputed competitor used the opportunity to flood the market with a similar product and captured a major market share.

NEW

Even now the first manufacturer is unable to make a dent in the market share, having lost the initiative.

In all these, use of Relations Diagram will help to arrive at proper action plan.

d. Service Complaints
After sales service is an essential aspect of quality management. Depending upon the product or service one should know to anticipate which kind of service complaint he may face and how to tackle the situation etc. They are needed requirements.

Service Complaints

I THINK WE WILL BE ABLE TO SOLVE THIS PROBLEM USING RELATIONS DIAGRAM

Here too use of Relations Diagram will help to understand and to plan the actions needed.

e. Plant Quality Problems

Good organizations are normally well equipped to manage the sporadic quality problems. They know how to handle the situation. But every organization has got many chronic problems existing which are too evasive and organizations are unable to find a permanent solution to them.

For such chronic problems and for problems which are serious and complicated use of Relations Diagram is ideal. This will help to trace out multiple causal factors responsible for the overall quality deterioration status and to find appropriate solutions.

How to make a Relations Diagram?

Step - 1 Formation of the Team

Team should neither be too divergent (heterogeneous) or too homogenous.

a) When it is too divergent many conflicting views and opinion can emerge affecting free flow of information and thinking.

I will talk first !!!

No, you talk all nonsense! I will do all the talking!

I think you are right

What do you think of my idea?

Oh! Your ideas are always great ! How can I think otherwise?

b) When it is too homogeneous, new factors may not emerge as the level of thinking may be identical.

c) In a Quality Circle for instance, it is homogeneous only with respect to work area but comprises of different levels of artisans or operators. Hence it is a desirable composition.

Step - 2

Preparatory Meeting

What should be done ?

In a familiar group like a quality improvement team (managerial level) or a Quality Circle (Workers level), we can straight away venture into action.

But in problems, which could not be tackled by other methods, a preliminary meeting would still help all, in better understanding of the problem.

Step - 3

Selecting the Problem

I THINK I SHOULD TRY TO SOLVE THIS PROBLEM BY MAKING A RELATIONS DIAGRAM!

Simple problems do not need a Relations Diagram. If it is complex and any other analytical methods do not help to arrive at the root causes, only then Relation Diagram should be tried.

A Relations Diagram can be an extension of any of the following for deeper analysis :a) from an Affinity Diagram b) from a Tree Diagram c) from a Cause and Effect Diagram

Step-4 Define and clarify the problem and proceed with discussion

The group leader should explain the problem clearly so that everyone understands it. Allow time for pondering over the various aspects of the problem until the next meeting and also to enable collection of relevant information.

Sometimes we may have information readily available in which case more time for reflecting over the problem may not be necessary.

IDEA! IDEA!

IDEA!

IDEA! IDEA!

IDEA!

In the next meeting proceed with systematic brain storming to get ideas.

Write down all ideas as they emanate from the team members on a (i) Transparency for OHP or (ii) on a flip chart or (iii) a black board for further discussions.

IDEAS

Eliminate repetitive ideas or those not relevant.

Collect enough ideas but not too many as to confuse or complicate.

IDEAS

Ideal number of ideas would be 2530 which need not be too minute nor in detail.

IDEAS IDEAS IDEAS

IDEAS

It should not reach a unmanageable level due to over enthusiasm.

Complex ideas can be broken up into elements and COMPLEX IDEAS presented.

Finally it is better to restrict the quantity and attention is paid to each point to analyze and arrive at the root cause.

Step - 5 Using Cards for Each Idea

Transfer each idea generated on to a card. For expressing ideas use simple, direct and crisp sentences. (telegraphic language like). The sentence should be meaningful and easily understandable to all. Check understanding of members.

Step -6 Draw the Relations Diagram.

Either use a large sheet of paper or a glass board. Use removable paste slips so that you can easily change the slips as a result of discussions later.
. . .

.
...

...

cause

effect

Organize cards according to effect statements and causal statements.

cause

effect

Going from a particular cause to the effect paste the slips along side and connect them with an arrow from cause to the effect.

Similarly fix other slips, drawing arrows from cause to the effect.

EFFECT CAUSE

CAUSE

As shown some causes may have relationship with other effects also and they also have to be connected with an arrow.

EFFECT

ALRIGHT
AGREE OK

I AGREE
I AGREE

There should be consensus of the groups on the causal factors and effect factors through proper understanding.

When an arrow has to pass through another arrow, draw a bridge as shown.

Place slips at proper distances to enable drawing of arrows.

Step-7 Study the diagram

When a final diagram is made, copies of it can be made and given to all team members.

Members can study the diagram leisurely and also discuss with their colleagues in their work area who may not be in the team.

Step - 8 Review by each member and collectively later on

Individual members may change the cause and effect statements on their diagram where they feel necessary in a different colour pen.

In the next meeting each one should explain the changes he has made and also why it was made. This will enable deeper study.

Step -9

Final Review

A final review is made of the changes made by members and eventually a consensus will emerge on the final diagram.

Action Plan
ANGLE AFTER LAPPING
10 20 30 40 50 60 70 80 90

10 20 30 40 50 60 70 80 90 ANGLE BEFORE LAPPING

On the final diagram that has emerged, if need be, fine tune it with the assistance of a scatter diagram or histogram to arrive at a solution that may be needed

Action Plan
Select key points, followup, prioritize action plan that is needed in a sequence.

Next step is action plan. Some of the issues may call for changes in the existing method.

Some may call for further collection of data.

Some may call for close supervision and follow up.

ACTION PLAN

Do not make drastic changes without ensuring that such changes will help.

ACTION PLAN

ANGLE AFTER LAPPING

10 20 30 40 50 60 70 80

90

10 20 30 40 50 60 70 80 90 ANGLE BEFORE LAPPING

A Scatter Diagram or Histogram may be useful at this stage.

Based on all these, select key issues which call for further action. That means prioritizing. This depends upon the issue and our knowledge about it.

Step-10 How to select key points or issues?

Examine the point where many arrows converge - this could be a key point or issue

Also examine the points wherefrom a few arrows emerge.

You may not see too many arrows to that issue, but you will all agree match fixing is an important point.

Sometimes even points with minimum arrow can be a key point or issue.

Thank God and Arrow Diagram! Now we have a clear understanding of the problem and the process. Finding t out the key issues will be easy.

A good understanding of the problem and the process will enable members to assess and arrive at the key issues correctly.

Now that key issues are identified let us have a consensus on action plan, Gentlemen!

Finally a consensus should emerge.

Step - 11

Final Diagram

After the preceding 10 steps a final diagram will be available to the team
Highlight key issues with special shading or bordering of the rectangles or the ovals as the case may be.

Example:
Now let us take the example of pep up activities needed to stimulate and sustain TQM in an organization.

The ideas generated are as follows:-

1. Establish organisation's mission.

2. Workout action plan.

3. Assign responsibilities.
4. Give power for function.

5. High visible promotional activities.

6. Letter from CMD.

7. Individual award.

8. 9.

Group award. Put pressure.

10. Withdrawal of award certificate.

11. Reflect in appraisal.

12. Reduced benefits.

13. Form a team to advocate.

14. Winning award.

15. Survival.
16. Lessons from failures. 17. Spirit of employees. 18. Ill effects of not implementing. 19. General feeling. 20. Fear. 21. Cost of quality.

22. Return on investment.

23. Competition.

24. Fund requirement.

25. Priority.

26. Improvement in performance.

27. Customer complaints.

28. Customers view of product.

29. Better market share.

30. Propagation of success.

31. Knowledge of PST.

32. Success stories.

33. Success of Asean countries. 34. Problems of USA. 35. Sense of belongingness. 36. Happiness.

Sense of belonging Knowledge of PST

Happiness

Withdrawal of award certificate

Fear

Spirit of employees

Lessons from failures

SUCCESS STORIES

Reflect in appraisal

General feelings

Group award

Success of Asean countries

Individual award

Reduced benefits

Problems of America

Propagations of success

ill effects of not implementing Survival

Cost of quality Customer view of product

PEP UP FOR TQM ACTIVITIES

Assign responsibilities

ROI

Establish organizations mission

Form a team to advocate

Put pressur e

Better market share

Customer Complaints

Competition

Workout action plan Give power for function Winning award

Improvement in performance

Priorities

Fund requirement

High visible promotional activities Letter from CMD

Differences between Affinity and Relations Diagram

Medical researchers in Neurology say that the left hand side (LHS) and right hand side (RHS) of the brain have distinct functions as shown below

LHS Brain
1. Intellect

RHS Brain
1. Emotive Capacity 2. Comprehensive Capabilities 3. Empathic Capacity, Behaviour

2. Analytical Ability
3. Critical Ability 4. Linguistic Ability

4. Non-Linguistic Abilities

The new 7 tools are attributed to the LHS and RHS of brain as stated below according to the originators of this concepts

LHS Brain
1. Relations Diagram 2. Systematic or tree Diagram 3. Matrix Diagram 4. Arrow Diagram 5. PDPC Method

RHS Brain
Affinity diagram

From the above explanation itself it would be clear that the Relation Diagram and Affinity Diagram vary as each requires different sides of the brain.

1. Creative Thinking is used.

2. It dwells on what and who to do a task, which and what areas to tackle. 3. Affinity diagram does not seek a direct solution. 4. It enables arrangement of complex problems affinity wise to look at the problem in a broader perspective and arrive at a possible solution.

1. Logical thinking is used.

2. It is a diagram prepared through a logical reassuring of case relationships of issues.

3. In a way, it can be called a modified causeeffect diagram. 4. Here logical reasoning to fix cause-effect relationship is very important. 5. Again use of logic is necessary in sequencing them..

6. Based on the findings of the root causes remedial actions would have to start.

EXAMPLES

WHERE AFFINITY DIAGRAM

CAN BE APPLIED

a. Organizing training programme at all levels.

b. Develop in-house trainer.

c. Develop proper training materials.

d. Conduct educational courses.

e. Conduct basic awareness programme. f. Call specialists for important topics. g. Arrange audio visual re-sources.

They all can be put under one group in Affinity Diagram. Here they do not have a cause effect relationship but belong to the group Training.

EXAMPLES
WHERE

RELATIONS DIAGRAM CAN BE APPLIED

a. Sub contractor selected has lack of job knowledge .

b. Lack of clear job expectation by sub contractors. c. Lack of good people.

d. Wrong person sent for service.

e. Repeat service calls.

Here causal Relations can be seen between the points.

Relations Diagram is basically a logical process and uses cause and effect process. In case of cause and effect diagram we proceed from main causes to sub causes, sub-sub causes etc. Here in Relations Diagram even the inter-relationship between the sub causes are established. While the structure may have a clumsy look it helps to establish the intensity of the relationship thereby giving a more realistic picture.