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
collecting numerical data
Define problem before
collecting numerical data
The Basic Seven Tools
•Analytical approach
The Seven New Tools
Organize
•Generate Ideas
•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
obvious to all
Thoughts are
easily organized
Plans are
easily laid
Problem becomes
obvious to all
People understand
problem
Problem can be
clearly articulated
Nothing is
omitted
Nub of problem
is identified
Cooperation is
obtained
Things go well
Countermeasures
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 everyone’s 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 people’s
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
Cause
Primary Cause
Why doesn’t
X happen?
Primary Cause
Tertiary
Cause
Secondary
Cause
Tertiary
Cause
Tertiary
Cause
Primary Cause
Secondary
Cause
4th level
Cause
Secondary
Cause
Secondary
Cause
Primary Cause
Tertiary
Cause
Secondary
Cause
6th level
Cause
4th level
Cause
5th level
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
isn’t 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
Cause
Secondary
Cause
Primary Cause
Tertiary
Cause
Primary Cause
Secondary
Cause
Why doesn’t
X happen?
Primary Cause
Tertiary
Cause
4th level
Cause
Secondary
Cause
Primary Cause
Secondary
Cause
Secondary
Cause
Tertiary
Cause
6th level
Cause
Tertiary
Cause
4th level
Cause
5th level
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
Secondary means
Primary means
To
Accomplish
Constraints
Secondary means
3rd means
3rd means
3rd means
3rd means
4th means
4th means
4th means
4th means
4th means
4th means
4th means
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 objective 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
Secondary means
3rd means
4th means
3rd means
4th means
Primary means
3rd means
Secondary means
4th means
3rd means
4th means
4th means
4th means
To
Accomplish
4th means
Secondary means
4th means
3rd means
4th means
4th means
Primary means
Constraints
Secondary means
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
3rd means
3rd means
4th means
3rd means
4th means
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
5 types: L-shaped, T-shaped, Y-shaped, Xshaped, and C-shaped
O
O
O
=1
=2
=3
O
Re sponsibilitie s
O
O
1
O
O
O
1
O
Hold 4 times/month
O
3
O
At every meeting
O
2
O
X
5
O
O
1
4
Member
Re ma rks
Leader
Section/Plant
Manager
Site QC circle
means
diagram
means
diagram
means
diagram
means
diagram
means
diagram
means
diagram
means
diagram
Subsidia ry
Rank
level
Tree
level
Tree
level
Tree
level
Tree
level
Tree
level
Tree
level
Tree
Principa l
O
Practicability
4th
from
4th
from
4th
from
4th
from
4th
from
4th
from
4th
from
=4
=5
=6
Efficacy
Eva lua tion
O
X
X
Section/Plant
QC circle supporter

(cont.)
O
O
O
At least 3 times/year/person
O
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
=1
=2
=3
O
Subsidiary
Responsibilities
O
O
1
O
O
O
1
O
Hold 4 times/month
O
3
O
At every meeting
O
2
O
X
5
O
O
1
4
O
Member
Remarks
Leader
Section/Plant
Manager
Site QC circle
means
diagram
means
diagram
means
diagram
means
diagram
means
diagram
means
diagram
means
diagram
means
diagram
means
diagram
means
diagram
O
Rank
level
Tree
level
Tree
level
Tree
level
Tree
level
Tree
level
Tree
level
Tree
level
Tree
level
Tree
level
Tree
Principa l
Practicability
4th
from
4th
from
4th
from
4th
from
4th
from
4th
from
4th
from
4th
from
4th
from
4th
from
=4
=5
=6
Efficacy
Evalua tion
O
X
X
Section/Plant
QC circle supporter
O
O
O
O
O
At least 3 times/year/person
O
O
2
O
O
O
1
O
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
1
2
3
12
5
9
10
6
8
11
Activity
7
13
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
Completing an Arrow Diagram
Strategy
Constraints
4
1
Slide 7 0f 7
2
3
12
5
9
10
6
8
11
Activity
7
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
13
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 (PDPC’s)





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 PDPC’s (cont.)


Fosters cooperation and communication in
group
Easily modified and easily understood
Start
NO
NO
NO
YES
YES
NO
YES
NO
GOAL
NO
NO
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
YES
NO
NO
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
Completing a Prioritization Grid
Criteria
Slide 6 0f 6
Customer Acceptance
(most important)
Strength
Importance Option
Reliability (least important) Sum Score Ranking
Cost
Design A
Percentage weight
Rank
Importance score
.40
4
1.6
.30
3
.90
.20
3
.60
.10
1
.10
3.2
1 (tie)
Design B
Percentage weight
Rank
Importance score
.30
3
.90
.40
4
1.6
.10
1
.10
.20
2
.40
3.0
2
Design C
Percentage weight
Rank
Importance score
.25
1
.25
.25
2
.50
.25
4
1
.25
3
.75
2.5
3
Design D
Percentage weight
Rank
Importance score
0.3
3
.90
.10
1
.10
.20
3
.60
.40
4
1.6
3.2
1 (tie)
Sum of weights
Average weight
Criterion Ranking
1.25
.31
1
1.05
.26
2
.75
.19
4
.95
.24
3
Options
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
Cause
Use N7
Skillfully
Primary
Cause
Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001)
Primary
Cause
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
B
C
D
E
F
G
H
I
J
K
L
M
Interpret data clearly
Select appropriate tool
Think systematically
Give opinions
Know what the problem is
Extract necessary information
Collect reliable verbal data
Think multidimensionally
Obtain facts
Interpret analytical results
Generate ideas
Know that distorted data is useless
Grasp overall pictured
N
O
P
Q
R
S
T
U
V
W
X
Y
Z
Understand seriousness of problem
Think flexibly from various standpoints
Obtain appropriate verbal data
Expose core of problem
Communicate well
Accurately understand real problem
Have excellent intuition
See to heart of problem
Select appropriate type of verbal data
Think in terms of word-based diagram
Express genuine thoughts
Hear and respect other's opinions
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”
F
Y
Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001)
T
Primary
Cause
Primary
Cause
Use N7
Skillfully
R
Primary
Cause
B
L
I
Practical Application of
New Seven Q.C. Tools
Solution for ”Abilities Required for Applying New Seven QC Tools”
F
S
U
T
E
N
W
J
Use N7
Skillfully
B
G
H
R
P
X
L
A
Z
V
I
Q
M
C
Y
Slide 5 0f 5
O
Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001)
K
D
Summary
New Seven Q.C. Tools
Benefits of New Seven Q.C. Tools
1- Provide Training in Thinking
2- Raise People’s Problem Solving Confidence
3- Increase People’s Ability to Predict Future Events
Roles of New Seven Q.C. Tools
12345-
Express verbal data diagrammatically
Make information visible
Organize information intelligibly
Clarify overall picture and fine details
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.