Slide 1Slide 2Slide 3Slide 4Slide 5Slide 6Slide 7Slide 8Slide 9Slide 10Slide 11Slide 12Slide 13Slide 14Slide 15Slide 16Slide 17Slide 18Slide 19Slide 20Slide 21Slide 22Slide 23Slide 24Slide 25Slide 26Slide 27Slide 28Slide 29Slide 30Slide 31Slide 32Slide 33Slide 34Slide 35Slide 36Slide 37Slide 38Slide 39Management ToolsWenning ChenChapter 171. Why, Why2. Forced Field Analysis3. Normal Group Technique4. Affinity Diagram5. Interrelationship Digraph6. Tree Diagram7. Matrix Diagram (eg: QFD)8. Prioritization Matrices9. Process Decision Program Chart10. Activity Network DiagramWhich Stage Do You Belong To?O = “I’ve Never Heard of These Management Tools Before”1 = “I’ve Heard of them, But Could Not Explain them To Others”2 = “I’ve Seen people Used them and Could Explain them To Others”3 = “I’ve Used Them Myself”4 = “I Can and Have Taught These”We Are Here!PracticeToolsMethodsSystemsPrinciples1# Why, WhyAlthough this is very simple, it is effective.The procedure is to describe the problem in specific terms and then ask why.The goal is to obtain the root cause.Why, Why (Cont.)Example: (A company missed delivery date 3 times in one week.)Why did we miss the delivery date?It wasn’t scheduled in time.Why?There are a lot of engineering changes.Why?Customer requested them.Root cause: customer needs.Solution: change the delivery date whenever engineering changes occurred due to customer needs.2# Forced Field AnalysisThis analysis is used to identify the forces and factors that may influence the problem or goal.It helps an organization to better understand driving and restraining forces so that the positives can be reinforced and the negatives can be reduced or eliminated.Forced Field Analysis (Cont.)ProcedureUnderstand current situation. Define a goal.Identify all driving forces which support the implement of the goal. Even if a force has relative lower impact on the goal achievement, it should not be omitted. Identify all restraining forces which inhibit the positive movements in the whole process. The rule of thumb is to find as many forces as you can regardless their contribute to the change. Restraining ForcesDriving ForcesFORCE FIELD ANALYSISForced Field Analysis (Cont.)Procedure (Cont.)List driving forces in the left column, list restraining forces in the right column.Assign a score to each force based on its level of influence of the goal. For instance: From 1 (extremely weak) to 5 (extremely strong). Computer a sum of each column. Assess whether goal or change is feasible or not.If the conclusion is feasible, then develop a plan to accomplish the goal through increasing the strength of driving forces or decreasing the strength of the restraining forces. If possible, create new driving forces factors to strengthen the positive affect. Restraining ForcesDriving ForcesFORCE FIELD ANALYSISForced Field Analysis (Cont.)Force Field Analysis Score Driving Forces Restraining Forces Score 5 Customer’s needs Employees feel uncomfortable of new techniques 43 Improve productivity Employee turnover cost 35 Winning more market share New equipment purchase and installation cost 51 Reduce maintenance cost Disruption 114 13Example: A manager in a manufacture plant is trying to decide whether the company should install new equipment or not. 1 (very weak influence), 5 (very strong influence)Forced Field Analysis (Cont.)Conclusion of the example based on the score (14:13 ): the plan of new equipment installation is feasible.Possible solution for improving the plan: New technique operation training (which will increase cost in restraining force column by 1 point and reduce the feeling uncomfortable item 3 points.) Introducing new technology through employee meeting, listening to employees, and answering their questions about new equipment. (It can reduce 1 point from restraining column.) Raising wage for those stuff who will have to use extra time to master new skill. (This can reduce 2 points from employee turnover item.) As a result, those strategies swing the equilibrium from 14:13 to 14: 8, which indicate the possibility of success in this plan increased greatly.3# Normal Group Technique This technique provides for issue/idea input from everyone on the team and for effective decisions.Normal Group Technique (Cont.)Procedure Generating Ideas: Each individual in the group generates ideas and writes them down.Recording Ideas: Group members engage in a round-robin feedback session to concisely record each idea.Discussing Ideas: Each recorded idea is then discussed to obtain clarification and evaluation.Voting on Ideas: Individuals vote privately on the priority of ideas, and the group decision is made based on these ratings.Normal Group Technique (Cont.)Example: what kind of final test should students have? (Don’t be serious, just for fun:)Suggestion Voting Decision4# Affinity DiagramDefinitionA group decision-making technique designed to sort a large number of ideas, process variables, concepts, and opinions into naturally related groups. These groups are connected by a simple concept.Affinity Diagram (Cont.)When to UseWhen you are confronted with many facts or ideas in apparent chaos. When issues seem too large and complex to handle. When group consensus is necessary.Affinity Diagram (Cont.)Procedure + Example Step 1. Describe the problem or issue. Customer service is substandard. Step 2. Generate ideas by brainstorming. Write each idea on a separate sticky note and put these on a wall or flip chart.Affinity Diagram (Cont.)Step 3. Sort ideas into natural themes by asking:•What ideas are similar?•Is this idea connected to any of the others?If you’re working in a team:•Separate into smaller groups of 3 to 4 people•Sort the ideas IN SILENCE so that no one is influenced by anyone else’s comments •Keep moving the cards around until consensus is reachedAffinity Diagram (Cont.)Step 4. Create total group consensus•Discuss the shared meaning of each of the sorted groups•Continue until consensus is reached•If some ideas do not fit into any theme, separate them as “stand-alone” ideas•If some ideas fit into more than one theme, create a duplicate card and put it in the proper group•Try to limit the total number of themes to between five and nineAffinity Diagram (Cont.)Step 5. Create theme cards (also called affinity cards or header cards)•Create
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