New 7 Management Tools

NEW 7 MANAGEMENT TOOLS By, Date:

AGENDA ,[object Object],[object Object],[object Object],[object Object]

WHY THE NEW SET OF TOOLS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

LIST OF TOOLS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

AFFINITY DIAGRAM ,[object Object],[object Object],http://www.tin.nhs.uk/index.asp?pgid=1129

AFFINITY DIAGRAM ,[object Object],[object Object],[object Object],[object Object],http://en.wikipedia.org/wiki/Affinity_diagram

AFFINITY DIAGRAM ,[object Object],[object Object],http://www.tin.nhs.uk/index.asp?pgid=1129<

AFFINITY DIAGRAM ,[object Object]

INTER RELATIONSHIP DIAGRAPH ,[object Object],[object Object],[object Object],http://en.wikipedia.org/wiki/Seven_Management_and_Planning_Tools#Interrelationship_Diagraph

INTER RELATIONSHIP DIAGRAPH ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],http://www.skymark.com/resources/tools/relations_diagram.asp

INTER RELATIONSHIP DIAGRAPH ,[object Object],[object Object],http://www4.asq.org/blogs/statistics/2008/07/interrelationship_digraph_exam.html

INTER RELATIONSHIP DIAGRAPH ,[object Object],http://www4.asq.org/blogs/statistics/2008/07/interrelationship_digraph_exam.html

INTER RELATIONSHIP DIAGRAPH ,[object Object],[object Object],[object Object],[object Object],[object Object],http://www4.asq.org/blogs/statistics/2008/07/interrelationship_digraph_exam.html

TREE DIAGRAM ,[object Object],[object Object],http://en.wikipedia.org/wiki/Seven_Management_and_Planning_Tools#Interrelationship_Diagraph

TREE DIAGRAM ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],http://www.asq.org/learn-about-quality/new-management-planning-tools/overview/tree-diagram.html

TREE DIAGRAM ,[object Object],[object Object],[object Object],http://www.asq.org/learn-about-quality/new-management-planning-tools/overview/tree-diagram.html

TREE DIAGRAM ,[object Object],http://www.asq.org/learn-about-quality/new-management-planning-tools/overview/tree-diagram.html

TREE DIAGRAM ,[object Object],http://www.asq.org/learn-about-quality/new-management-planning-tools/overview/tree-diagram.html 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 2000–2001, four projects were accomplished to improve academic achievement.

MATRIX DIAGRAM ,[object Object],[object Object],http://en.wikipedia.org/wiki/Seven_Management_and_Planning_Tools#Interrelationship_Diagraph

[object Object],MATRIX DIAGRAM http://www.qualityamerica.com/QAProducts/images/ProjectSelection.jpg

[object Object],MATRIX 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

[object Object],MATRIX DIAGRAM http://syque.com/quality_tools/toolbook/Matrix/example.htm

[object Object],MATRIX DIAGRAM http://syque.com/quality_tools/toolbook/Matrix/example.htm 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.

[object Object],PRIORITISATION 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

[object Object],PRIORITISATION MATRIX Problem To identify the most important factors effecting motivation in a team

[object Object],PRIORITISATION MATRIX

[object Object],PRIORITISATION MATRIX 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.

[object Object],PDPC 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 for each potential failure point. http://en.wikipedia.org/wiki/Seven_Management_and_Planning_Tools#Interrelationship_Diagraph

[object Object],PDPC ,[object Object],[object Object],[object Object],[object Object],http://en.wikipedia.org/wiki/Process_Decision_Program_Chart

[object Object],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

[object Object],PDPC http://syque.com/quality_tools/toolbook/PDPC/example.htm

[object Object],PDPC http://syque.com/quality_tools/toolbook/PDPC/example.htm 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.

[object Object],ACTIVITY NETWORK DIAGRAM http://syque.com/quality_tools/toolbook/PDPC/example.htm 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.) ,[object Object],[object Object],[object Object]

[object Object],ACTIVITY NETWORK DIAGRAM ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],http://www.asq.org/learn-about-quality/new-management-planning-tools/overview/arrow-diagram.html

[object Object],ACTIVITY NETWORK DIAGRAM http://www.asq.org/learn-about-quality/new-management-planning-tools/overview/arrow-diagram.html 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.

[object Object],ACTIVITY NETWORK DIAGRAM http://www.asq.org/learn-about-quality/new-management-planning-tools/overview/arrow-diagram.html 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.

[object Object],ACTIVITY NETWORK DIAGRAM ,[object Object],[object Object],[object Object],[object Object],PM Lecture/Network Analysis/CPM Slide 4/ Paul Forrester/University of Birmingham

[object Object],ACTIVITY NETWORK DIAGRAM Time is denoted on AOA diagrams in the top and bottom right-hand quadrants of the nodes, thus: Event Number Earliest Start (ES) Time for any activity leaving event 3 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

[object Object],ACTIVITY NETWORK DIAGRAM ,[object Object],[object Object],[object Object],[object Object],PM Lecture/Network Analysis/CPM Slide 16/ Paul Forrester/University of Birmingham

[object Object],ACTIVITY NETWORK DIAGRAM AON notations do vary, but below is the most commonly used Shorthand notation PM Lecture/Network Analysis/CPM Slide 17/ Paul Forrester/University of Birmingham Earliest Start time Duration Earliest finish time Latest Start time Total Float Latest finish time Activity Number and Activity description ES d EF LS TF LF Activity

[object Object],ACTIVITY NETWORK DIAGRAM ,[object Object],[object Object],PM Lecture/Network Analysis/CPM Slide 16/ Paul Forrester/University of Birmingham

ACTIVITY NETWORK DIAGRAM ,[object Object],PM Lecture/Network Analysis/CPM Slide 18/ Paul Forrester/University of Birmingham D,E 3 F E D C B A Activity B,C 2 A 3 A 4 - 7 - 2 Immediate Predecessors Time (days)

[object Object],ACTIVITY NETWORK DIAGRAM PM Lecture/Network Analysis/CPM Slide 19/ Paul Forrester/University of Birmingham 0 2 2 LS TF LF A 0 7 7 LS TF LF B 2 4 6 LS TF LF C 2 3 5 LS TF LF D 7 2 9 LS TF LF E 9 3 12 LS TF LF F

[object Object],ACTIVITY NETWORK DIAGRAM PM Lecture/Network Analysis/CPM Slide 20/ Paul Forrester/University of Birmingham 0 2 2 1 TF 3 A 0 7 7 0 TF 7 B 2 4 6 3 TF 7 C 2 3 5 6 TF 9 D 7 2 9 7 TF 9 E 9 3 12 9 TF 12 F

[object Object],ACTIVITY NETWORK DIAGRAM PM Lecture/Network Analysis/CPM Slide 21/ Paul Forrester/University of Birmingham 0 2 2 1 1 3 A 0 7 7 0 0 7 B 2 4 6 3 1 7 C 2 3 5 6 4 9 D 7 2 9 7 0 9 E 9 3 12 9 0 12 F

Any tool is a weapon if you hold it right. Ani DiFranco Grammy award winner, Prolific artist and feminist

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