Tag: Process Decision Program Chart

The Seven New Management and Planning Tools

If you have had any formal training in Root Cause Analysis, Problem-solving, or any type of Quality Improvement, then the seven basic QC tools have most likely been taught to you rigorously (See Blog Post https://qualityconcepts.home.blog/category/7-basic-quality-tools/). While the seven tools are sufficient for problem-solving, they are not ideal for management and planning. The need for an expanded toolset was noticed and addressed in 1976 by the JUSE (Union of Japanese Scientists and Engineers) to promote innovation, communicate information, and successfully plan major projects. A JUSE team presented 7 New Quality tools (sometimes called the Seven Management and Planning -MP- tools): Affinity Diagram, Relations Diagram, Tree Diagram, Matrix Diagram, Matrix Data Analysis, Arrow Diagram, and Process Decision Program Chart (PDPC). Often in the modern world, the more complex Matrix Data Analysis is replaced with the similar Prioritization Matrix, so I will cover the Prioritization Matrix rather than the less commonly utilized Matrix Data Analysis tool. 

The New Tools were exported to the United States in the mid-1980s and have become standard project management tools in the U.S. and internationally. Not all of these tools were new by any means, but the way they were presented was effective (Tague, 2005).

New Tools:

Affinity Diagram

Relations Diagram

Tree Diagram

Matrix Diagram

Prioritization Matrix

Arrow Diagram

Process Decision Program Chart (PDPC)

Affinity Diagram

Created in in 1960’s by Japanese anthropologist Jiro Kawakita, the Affinity Diagram is a method that organizes a large number of ideas into logical and related groupings.

When to use-

                This tool is one of pure abstract analysis, and therefore very useful at multiple points in the process.  Whenever your team is overwhelmed with a large number of facts or ideas presented in a chaotic manner, this would be a good time to employ this tool. When the issue(s) seem too large and complex for the team to understand what is usually needed is for the team to see the underlying pattern.  Once again, this is an excellent tool.  When a team is trying to come to a consensus, this tool helps the team work together to agree upon how the available facts relate to each other.

How to use-

• The most efficient methodology is to utilize a large work surface (wall or whiteboard), sticky notes, and markers.
• Each separate Idea is recorded on a separate note, and all notes are spread out randomly so that everyone can see each note.
• During the next step the team should remain silent, sorting the ideas out into groups (with no category headings).  5-10 is the standard number of groupings but this is dependent upon the complexity of the situation.  The team should continue to move the items around (writing multiple notes if it seems they fit into more than one group) until the team has grouped all notes.  It is Ok to have “loners” that do not fit any particular group, or for a note to be moved once it has been placed.
• The Team can begin discussion at this point- The shape of the chart, surprising patterns, and why notes were moved between different groups by different people.  Some more changes can be made here, and when the groupings are finalized, select a heading for each group.
• Combine groups into Supergroups if the project complexity warrants (Tague, 2005) (ASQ, n.d.).

Relations Diagram

The original term was Relations Diagram, also called: Interrelationship diagram, Interrelationship digraph, network diagram, or matrix relations diagram.   This tool is designed to show cause-and-effect relationships while helping a team evaluate the natural relationships between the different nuances of a complex situation.

When to use-

While trying to understand relationships between Cause-and-Effects such as:

• Trying to ID an area of greatest impact for improvement
• During analysis of a complex issue for causes
• During implementation of complex solutions
• As a follow up step to an Affinity Diagram, C&E diagram, or Tree Diagram to more thoroughly explore relationships

How to use-

Gather these basic materials: Sticky notes, large paper surface, markers, and tape.

• Define the issue to explore on a sticky note and place it at the top of the work surface
• Brainstorm ideas about the issue and write them on notes. If another tool was used, then obtain ideas from the affinity diagram, lowest level of the tree, or final branches of the fishbone diagram.
• Place one idea at a time on the work surface and determine if the idea is related to any others. Place new ideas near related ideas leaving room for drawing of arrows later. Repeat until all ideas have been transferred to work surface. Determine how each idea causes/influences other ideas. Draw arrows from each idea to the ones it causes or influences.
• Analyze the diagram
  • Count the Arrows in and out for each idea and record at the bottom of each box. The ones with the most arrows are the key ideas.
  • Note which ides have mostly outgoing arrows- These are basic causes.
  • Note which ideas have mostly incoming arrows- These are final effects that may be critical to deal with.
  • Double check that some ideas with fewer arrows may be key as well. (the number of arrows is just an indicator) Draw bold lines around key ideas (Tague, 2005) (ASQ, n.d.).

Tree Diagram

The Tree Diagram progresses from one event/goal and cascades downward in a spreading system of branches made of possible causes/paths.  The tree diagram is useful in many different aspects, including CTQ translation, Decision making process mapping (Decision Tree), Fault tree analysis (root cause analysis), Work Breakdown Structure, and Countermeasure tree.

When to use-

• When a known issue is known at a general level and more specific details are needed
• When determining steps required to achieve a goal or actions required to reach a solution
• Detailed process analysis
• Root Cause Analysis
• Evaluating best solution among many potential
• When a clear communications tool is needed

How to use-

• Develop statement for goal, project, plan, problem, or issue that is being studied.
• Ask a question to help determine the next level of detail, such as
  • How can this process be completed in the most efficient way?
  • Why did this occur?
  • What are the pieces of the whole?
• Brainstorm all possible answers (works best with cross-functional team).  If other tools have provided information, utilize them.
• Tree can be horizontal or vertical.  Write each tier of idea in a line and connect it with the idea above it.  Show links between tiers with lines/arrows.  Confirm all items in a tier are needed for the tier above it, determine that all items in the tier would be sufficient.
• Every new Tier becomes the next “goal tier” and continue until the tier has reached the fundamental elements, and the contents of the diagram can be logically confirmed as needed and sufficient from objective to fundamental elements (Tague, 2005) (ASQ, n.d.).

Matrix Diagram

The Matrix Diagram helps to demonstrate relationships between multiple groups of information.  It can provide information about the relationship, including Strength, role played, measurements, etc.  There are six different Matrices possible: L-, T-, Y-, X-, C-, and roof-shaped, depending on how many groups there are.  This tool is very generic and may be adapted broadly.

When to use-

• When attempting understand how groups or groups of items interrelate to one another
• When conveying how groups or groups of items interrelate for the sake of clear communication
• An L-Matrix relates two groups of items to each other (or one group to itself)
• A T-Matrix relates three groups- A relates to B, A relates to C, but B does not relate to C
• A Y-Matrix relates three groups with each group related to the other two circularly: A to B, B to C, C to A
• A C-Matrix relates three groups simultaneously
• An X-Matrix relates four groups of items, with each group related to two others circularly A to B to C to D to A, but not A to C or B to D
• A roof-shaped Matrix relates one group to itself, usually used with an L- or T-Matrix

How to use-

• Isolate groups to be compared
• Choose the appropriate matrix format
• Create Grid
• use row labels and column headings for item groups
• Determine what information needs to be displayed with the symbols on the matrix. Create a legend (strong/weak/moderate for example)
• Compare groups item by item, marking appropriate symbol at the matrix intersection of paired items
• Analyze Matrix for patterns and repeat as desired with a different format to learn more (Tague, 2005) (ASQ, n.d.).

This is a complex tool so for further explanation I would direct you to the ASQ Resources link that will more thoroughly answer any questions you have.

Prioritization Matrix

The Prioritization Matrix is a L-Shaped matrix that compares a list of options/needs to a set of criteria, in order to help choose the best options when too many options are available, or to set the options in order of priority.  This is an extremely rigorous method and can be quite time consuming when performed properly as a cross-functional group.

How to Use-

• Determine your criteria and rating scale.
• Establish criteria weight.
• Create the matrix.
• Work as a team to score options based upon weighted criteria.
•  Discuss results and prioritize your list (Tague, 2005) (ASQ, n.d.).

Arrow Diagram

The Arrow Diagram is a very powerful project planning tool.  The Arrow Diagram has evolved over time and as project management has become more prominent.  Some of the terms used to describe an arrow diagram are: Activity Network Diagram, Network Diagram, Activity Chart, node diagram, CPM -Critical Path Method- Chart, and PERT -Program Evaluation and Review Technique- chart.

I will only be addressing the higher-level aspects of the arrow diagram.  The base materials needed are Sticky notes, markers and a large paper writing surface (such as brown paper).

When to use-

• When organizing and scheduling tasks for a complex project/process with a specific goal
• When you already know the individual steps of the project, their required sequence, and the length of time each step will take to complete
• When the project schedule is critical, and missing the deadline could be a major negative, or completing the project early due to good time management would provide positive returns.

How to use-

• Write out all tasks in the project or process on a sticky note, placing and arrow under the project task pointing to the right.
• Sequence the tasks.
  • Which tasks must happen before the previous one can begin?
  • Which tasks can be done at the same time?
  • Which tasks should happen immediately after each task?
• Diagram the network of tasks. 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 notes.
• Between each two tasks, draw circles for “events.” An event marks the beginning or end of a task and can help visually separate tasks.
• When the network is correct, label all events in sequence with event numbers in the circles.

• Determine task times—the best estimate of the time that each task should require. Use one measuring unit (hours, days, or weeks) throughout, for consistency. Write the time on each task’s arrow.

Determine the critical path (the longest path) from the beginning to the end of the project by summing all of the potential paths from beginning to end of project. Mark the critical path with a heavy line or color. (Tague, 2005) (ASQ, n.d.)

Process Decision Program Chart (PDPC)

This tool is a version of the tree diagram that is designed to identify all that might go wrong in a plan being developed.  Utilizing PDPC allows the team to create Countermeasures for those possible failures, or the plan can be outright revised to eliminate those failure possibilities.

When to use-

• Before full implementation of a plan
• When the plan is complex
• When completion of the plan on schedule is critical
• When failure has high repercussions

How to use-

• Develop a high-level tree diagram of the plan or process using at least three levels and one main objective at the top of the tree
• Brainstorm all that could go wrong at current lowest level
• Review the problems, and as a team eliminate the highly unlikely items or those with minimal impact to the plan/process.  Create a new lower level from these remaining problems linked to the tasks
• For each problem brainstorm countermeasures and prepare contingencies for the plan/process problems.  Countermeasures are recorded on the next level.
• Decide upon practicality of countermeasures using criteria like cost, time, ease of implementations, and effectiveness.  Mark the impractical countermeasures with an X and the practical with an O (Tague, 2005) (ASQ, n.d.).

Conclusion

Granted, these tools do not always have to be used in order to plan and manage a successful project. The primary reason these tools were conceived was to foster better team communication and team analysis. I would consider the team leader who fails to use methods that have been proven over time to improve outcomes a leader who does not lead with innovation, or even best practices, and who could be putting projects at risk.

REFLECTION: FOR STUDENTS: Are you challenging your team members to properly address the assignment given to your team by using management tools, rather than the dreaded “lay it all on those who will do the work” behavior, and cognizant of how that will impact your behavior as a future manager?

FOR ACADEMICS: Is the teamwork methodology commonly used in higher learning representative of real world Project Management?

FOR PROFESSIONALS/PRACTITIONERS: These tools can initially be cumbersome to implement, but they are good instruments to help break the silo mentality. Communication is the key to cross-functional success.

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Bibliography

ASQ. (n.d.). THE SEVEN NEW MANAGEMENT AND PLANNING TOOLS. Retrieved from ASQ Resources: https://asq.org/quality-resources/new-management-planning-tools

CSSBB Primer. (2014). West Terre Haute , Indiana: Quality Council of Indiana.

Kubiak, T. a. (2017). The Certified Six Sigma Black Belt Handbook Third Edition. Milwaukee: ASQ Quality

Tague, N. R. (2005). The Quaity Tool Box. Milwaukee: Quality Press.