PDT 155 Quality Control 7 NEW QC TOOLS

PDT 155 – Quality Control 7 NEW QC TOOLS

7 MP Tools/ New QCC Tools 1. Affinity Diagram • Often used to organize “ideas” or “brainstorming data” 2. Interrelationship Diagram • Graphically displays relationships between concepts, ideas, and central issues 3. Tree Diagram • Provides structure to interrelationships 4. Prioritization Matrix • A highly structured approach for determining priorities or relative importance among ideas

Continued… 5. Matrix Diagram • A matrix display of the “relevance” or relationships between pieces of information • Provides the basis for Quality Function Deployment 6. Process Decision Program Chart (PDPC) • Used to map out events and contingencies in any implementation plan 7. Activity Network Diagram • Used to plan the most appropriate schedule for the completion of a project • Often associated with PERT/CPM

History of the New Seven Q. C. Tools § 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 (N 7) - 1977

History of the New Seven Q. C. Tools § 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

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, 3 A Corporation, 1984)

AFFINITY DIAGRAM ….

Affinity Diagram – What Is It • Innovative tools/methods that gather a large amounts of disorganized and confused data. • Organizes the verbal data into group based on natural relationship

Affinity Diagram - History § Develop by Mr. Kawakita Jiro, a Japanese Anthropologist in 1960. § Also known as “KJ Method”

Affinity Diagram – When to Used • Facts or thoughts are in chaos; issues seem too large and complex to grasp. • Group consensus is necessary. • Often useful following a brainstorming exercise.

Steps To Build Affinity Diagram 1. Develop the team 2. State the issue or problem under discussion 3. Generate and record ideas for the issue in question 4. Sort the ideas into related group 5. Create the title heading for each group 6. Display the final set-up for presentation

Steps 1 • Select a team (4 to 6 person) • Members should have adequate knowledge on theme problem • Make the purpose clear • Depending on the need, form the group where people should worked together and have good rapport

Steps 2 Generate issues to be considered • • State issue at macro level to stimulate creativity • Often most productive to phrase issue as a question • What does QC Department need in order to be more effective on the job?

STEP 3 • Generate and record ideas by • Brainstorming, discussion, direct observation, interview • Write the idea on a post it or sticky note It is very important that no one talk during this step. Look for ideas that seem to be related in some way. Place them side by side. Repeat until all cards are grouped. It’s okay to have “loners” that don’t seem to fit a group. It’s all right to move a card someone else has already moved. If a card seem to belong in two groups, make a second card.

Example - • 33 ideas produced via brainstorming: Work with customers Implement ISO 9000 Improve supplier quality Keep up to date Solve/prevent problems Use statistical graphics to describe processes Develop robust products & processes Reduce variation Prioritize problems Improve processes Optimize processes Better process control Use SPC tools Learn new techniques Understand processes & process variation Train employees Understand management’s role Develop “system of profound knowledge” Implement QFD Manage processes Benchmark products Implement PDCA Collect useful data Work as teams Use brainstorming Facilitate teams Understand my process Monitor quality Find root causes Form effective teams Run effective meetings Learn to apply “statistical thinking” Pass certification exam

Steps 4 • • Display & sort the card according to suitable group Involved everyone Person in charge to arrange the card should be a neutral person Rearrange the cards until the cards is finish and everyone agree with the arrangement You can talk now. When ideas are grouped, select a heading for each group. Look for a card in each grouping that captures the meaning of the group. Place it at the top of a group. If there is no such card, write one. Often it is useful to write or highlight this card in a different color. Combine groups into super groups if appropriate.

Example Improve supplier quality Prioritize problems Implement PDCA Develop robust products & processes Optimize processes Benchmark products Work with customers Implement QFD Understand processes & process variation Reduce variation Better process control Use SPC tools Monitor quality Improve processes Solve/prevent problems Find root causes Standardize processes Use brainstorming Implement ISO 9000 Collect useful data Use statistical graphics to describe processes Understand my process Effective meetings Work as teams Facilitate teams Form effective teams Learn to apply “statistical thinking” Train employees Understand management’s role Develop “system of profound knowledge” Keep Up to Date Pass certification exam Learn New Techniques Manage processes

STEP 5 • Create a title heading for each group • Develop title / heading that best describes theme of each group • Place group of similar ideas next to each other • Continues until all sticky notes are posted into agreeable headings

Example Need to standardize processes Need to plan for quality improvement Standardize processes Prioritize problems Implement ISO 9000 Develop robust products & processes Need to manage & control variation Understand processes & process variation Reduce variation Better process control Use SPC tools Monitor quality Improve processes Manage processes Benchmark products Work with customers Implement QFD Need to understand the current situation Need to improve quality Improve supplier quality Standardize processes Implement PDCA Optimize processes Need effective teams Effective meetings Work as teams Facilitate teams Form effective teams Use brainstorming Collect useful data Need to solve problems Use statistical graphics to describe processes Solve/prevent problems Understand my process Find root causes Need to be an effective leader Learn to apply “statistical thinking” Train employees Understand management’s role Develop “system of profound knowledge” Need to improve self Keep Up to Date Pass certification exam Learn New Techniques Need to manage processes Manage processes

Steps 6 • Display the final set-up • Make the presentation to collect opinion or views on the issue discuss

What does QC Department need in order to be more effective on the job? Need to standardize processes Need to plan for quality improvement Standardize processes Prioritize problems Implement ISO 9000 Develop robust products & processes Need to manage & control variation Understand processes & process variation Reduce variation Better process control Use SPC tools Monitor quality Improve processes Manage processes Benchmark products Work with customers Implement QFD Need to understand the current situation Need to improve quality Improve supplier quality Standardize processes Implement PDCA Optimize processes Need effective teams Effective meetings Work as teams Facilitate teams Form effective teams Use brainstorming Collect useful data Need to solve problems Use statistical graphics to describe processes Solve/prevent problems Understand my process Find root causes Need to be an effective leader Learn to apply “statistical thinking” Train employees Understand management’s role Develop “system of profound knowledge” Need to improve self Keep Up to Date Pass certification exam Learn New Techniques Need to manage processes Manage processes

RELATIONSHIP DIAGRAM / INTERRELATIONSHIP DIGRAPH Tertiary Cause Why doesn’t X happen? Primary Cause Tertiary Cause Secondary Cause Tertiary Cause Primary Cause Secondary Cause 4 th level Cause Secondary Cause Primary Cause …. Secondary Cause Primary Cause Tertiary Cause Secondary Cause 6 th level Cause 4 th level Cause 5 th level Cause

Relationship Diagram- Introduction • Relationship diagram is a tools use for finding solution to problems that have complex cause and effect relationship. • It’s a creative process that allow multi-directional rather than linear thinking to be used.

Relationship Diagram - When To Used § A complex issue is being analyzed for causes § A complex issue is being implemented § After generating an affinity diagram, cause -and-effect diagram, or tree diagram, to more completely explore the relations of ideas

Building Relationship Diagram FORM A TEAM DEFINE ISSUE / PROBLEM CONSTRUCT RELATION DIAGRAM (DRAW ARROW) IDENTIFY & ANALYZE THE (IN/OUT) ARROWS BRAINSTORM IDEAS / ISSUES ANALYZE THE RELATIONSHIP (CAUSE/ EFFECT) REVIEW & SELLECT KEY ITEMS FROM THE DIAGRAM

Form a Team • Team should not be too divergent / homogenous • Conflicting views & opinion can effect the free flow of information & thinking

Define The Issue / Problem • Agree on issue/ problem statement • Selection of a problems can come from deeper analysis of • Affinity diagram • Cause & effect diagram • Team ideas If this follows an affinity analysis, the affinity issue statement can be used

Brainstorm Ideas / Issues • Brainstorm ideas with group members • Write ideas on the card.

EXAMPLE OF RELATIONSHIP DIAGRAM POOR PROCESS DESIGN IMPROPERATION PROCEDURE POOR PROCESS CAPABILITY MANY PROCESSING STEPS LONG SETUP TIME NECESSITY OF MACHINE JIG SETUP CHANGE LONG CUTTING TIME WHY THERE IS EXCESSIVE MACHINING TIME OF BRASS PULLEY? MUCH REWORKING GENERATION OF DEFECT EXCESS TIME FOR DIMENSION ADJUSTMENT LONG NON CUTTING TIME EXCESSIVE CUTTING MARGIN SHORT TOOL (CUTTER) LIFE HARD MATERIAL MACHINE STOP CUTTER CHIPPING POOR CUTTING CONDITION DEPENDING EXCESSIVELY ON ONE’S EXPERIENCE & SKILL FREQUENT REPLACEMENT

Analyze The Relationship • • Use one card at a time Identify the relationship (cause/effect) and draw the appropriate arrow Do not use two way arrows, decide which one has more influence Continue until all cards are being compared to every other card Place one idea at a time on the work surface and ask, “Is this idea related to any others? ” Place ideas that are related near the first. Leave space between cards to allow for drawing arrows later. Repeat until all cards are on the work surface.

For each idea, ask “Does this idea cause or influence any other idea? ” Draw arrows from each idea to the ones it causes or influences. Repeat the questions for every idea.

EXAMPLE OF RELATIONSHIP DIAGRAM POOR PROCESS DESIGN IMPROPERATION PROCEDURE POOR PROCESS CAPABILITY MANY PROCESSING STEPS LONG SETUP TIME NECESSITY OF MACHINE JIG SETUP CHANGE LONG CUTTING TIME WHY THERE IS EXCESSIVE MACHINING TIME OF BRASS PULLEY? MUCH REWORKING GENERATION OF DEFECT EXCESS TIME FOR DIMENSION ADJUSTMENT LONG NON CUTTING TIME EXCESSIVE CUTTING MARGIN SHORT TOOL (CUTTER) LIFE HARD MATERIAL MACHINE STOP CUTTER CHIPPING POOR CUTTING CONDITION DEPENDING EXCESSIVELY ON ONE’S EXPERIENCE & SKILL FREQUENT REPLACEMENT

Analyze the diagram • Count how many arrows in and out each idea has. The ones with the arrows are the key ideas. • Note which ideas have primarily outgoing (from) arrows. These are the basic causes. • Note which ideas have primarily incoming (to) arrows. These are final effects that also may be critical to address. Be sure to check whether ideas with fewer arrows are also key ideas. The number of arrows is only an indicator, not an absolute rule. Draw bold lines around the key ideas

Key effects --(many “in” arrows), CAUSES #1 Key causes --(many “out” arrows) ROOT EFFECT ROOT CAUSES #2

Relation Diagram – Add Numbering 17 POOR PROCESS DESIGN 18 MANY PROCESSING STEPS IMPROPERATION PROCEDURE 16 19 LONG CUTTING TIME EXCESSIVE CUTTING MARGIN 14 POOR PROCESS CAPABILITY 15 13 LONG SETUP TIME HARD MATERIAL GENERATION OF DEFECT 2 11 DEPENDING EXCESSIVELY ON ONE’S EXPERIENCE & SKILL 10 4 EXCESS TIME FOR DIMENSION ADJUSTMENT LONG NON CUTTING TIME 5 7 POOR CUTTING CONDITION 12 MUCH REWORKING 1 NECESSITY OF MACHINE JIG SETUP CHANGE WHY THERE IS EXCESSIVE MACHINING TIME OF BRASS PULLEY? SHORT TOOL (CUTTER) LIFE 3 6 MACHINE STOP CUTTER CHIPPING 8 FREQUENT REPLACEMENT 9

Analysis NO. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 (#IN, #OUT) (1, 0) (2, 2) (1, 2) (2, 2) (4, 0) (1, 1) (2, 3) (2, 1) (0, 2) (1, 2) (3, 1) (1, 2) (2, 1) (1, 1) (0, 4) (2, 1) REMARKS ROOT EFFECTS 1 ROOT EFFECTS 2 ROOT CAUSE 1

Select The Key Items For Further Planning • Discuss the diagram • Agree on the items to target for quality improvement

Relation Diagram - Advantages • Encourage members to think in multiple direction • Allow members to identify causes & effects even without data • Explores the cause & effect relationships among all issues including the most controversial

TREE DIAGRAM/SYSTEMATIC DIAGRAM Secondary means 3 rd means Primary means 3 rd means Secondary means To Accomplish Secondary means Constraints 3 rd means Primary means Secondary means 3 rd means 4 th means 4 th means 3 rd means 4 th means

Tree Diagram - Definition • Tree diagram is an analytical & planning tool that is used to breakdown issues, statements and ideas until actionable items are identify. • Provide alternative solutions to a problem and give ways on how the best ideas should be executed • It resembles a tree with an increasing number of branches, systematically maps out various levels of detail. The detailed levels represent action/tasks that follow logical paths to implement a broad goal.

Types of Tree Diagram • Tree diagram are available in 2 basic types: 1. PLAN-DEVELOPMENT – use to develop methods & policies for systematically achieving objectives and goals 2. COMPONENT-DEVELOPMENT - is used to develop the structural elements of the object of your improvement activity

Tree Diagram- When to Used • When developing logical steps to achieve on objective • When developing actions to carry out solution • When the objectives is broad. • When the task or objectives is complex • When action plan must be complete and thorough

Tree Diagram - When to Use • After an affinity diagram or relationship diagram has uncovered key issues • As a communication tool, when the many potential actions need to be explained to others

Tree Diagram - How to Construct Steps 1 Steps 2 Steps 3 Steps 4 Steps 5 Start the tree diagram session Brainstorm tasks Identify major tree headings Create the next level of detail Review the tree diagram

Steps 1 - Start the Tree Diagram Session • Develop a statement of what to be achieved • Appoint a person to write potential tasks / process step on flip chart or sticky notes • Identify the “goal” or purpose • Write the goal / purpose in the box on the left side of the diagram

Major Tree Heading Ultimate Goal To Implement New Voice Mail System Detail Steps

Steps 2 - Brainstorm Tasks • Brainstorm all the steps or tasks that need to be accomplished to reached the identified goal / purpose • Ask how this can be accomplished to generate more ideas • Create another tier of statements and show the relationships to the first tier of ideas with arrows

Steps 3 - Identify Major Tree Heading • Chose the tasks that you consider the most important / major elements • These tasks are called major tree heading and will be the broadest level of detail on tree diagram • Continue to turn each new idea into problems until you reach specific action that can be carried out

Major Tree Heading Ultimate Goal To implement new voice mail system Remove old system Install new system Train employees Detail Steps

Steps 4 Create the Next Level of Detail • The major tree heading in the previous step now become sub goals • Brainstorm the task until you reach these sub goals • Select the task that must be accomplished in order to reach the appropriate major tree heading • Align the task in sequential order until all process is complete

Major Tree Heading Ultimate Goal To implement new voice mail system Remove old system Install new system Train employees Detail Steps Negotiate trade in Circulate memo Finalize system Call for quotation

Steps 5 – Review the Tree Diagram • Check for any gap in logic or things that just don’t make sense. Check by asking “Will this help to accomplish the original objectives” • Review the diagram with others to get different views • This diagram is completed when sufficient solutions have been considered

MATRIX DIAGRAM

MATRIX DIAGRAM • INTRODUCTION • Tools used to show correlation among ideas, tasks & responsibilities • This tools will help organize and compare two or more set of items to show the relationship between tasks of a tree diagrams and other characteristics or function. • It can also tell the degree of relationship like how strong it is or the roles that various individual play

Matrix Diagram When to Use • When trying to understand how one group of items relates to another group. • When communicating how one group of items relates to another group

Types of Matrix Diagram • L-SHAPED – 2 Key considerations/ variables • T-SHAPED - 3 Key considerations/ variables with both direct & indirect relationship • Y-SHAPED - 3 Key considerations/ variables with direct relationship • X-SHAPED – 4 Key considerations/ variables with both direct & indirect relationship

L Shape Matrix Diagram • Basic matrix diagram with one set of data express in two dimension rows & columns. • Give ideas about the situation & helps to focus on the problem. • Used to draw the conclusion about relationship between consequences & their causes or goals & means to achieve them

L Shape Matrix Diagram Long Duration of Payment Process Cost incurred Frequency Benefits Total Rank Inadequate space for storing documents 4 1 2 7 4 Long duration of payment process 2 5 4 11 Complaints on slow payment 2 3 4 9 2 Incomplete document received 1 3 2 6 5 Increment in the printing & stationeries 2 3 3 8 3 problem criteria 1

Matrix Diagram Symbols Symbol value Relationship Supportive +(ve) / -(ve) Responsibility 9 Strong Primary 3 Medium Secondary 1 Weak / possibility Keep informed

T Shape matrix diagram • Use to compare two sets of information • 3 Key considerations/ variables

T Shape matrix diagram a b c d A 1 2 3 4 B C D

X Shape Matrix Diagram • Extension of T Matrix • Enable to show four set of information • Only two set of information can be compared at a time

X Shape Matrix Diagram 4 3 2 1 a b c d A A’ B’ C’ D’ B C D

Matrix Diagram How to Develop 1. 2. 3. 4. 5. 6. 7. Decide/select the important variables/group of items that need to be compared Choose the appropriate format for the matrix Draw and list items in each group along the axes of the matrix Decide on information that need to be discuss and chose the appropriate symbols on the matrix. Compare groups item by item, mark the appropriate symbols in the box of the intersection items. Complete the matrix with legend describing the symbols. Analyze the matrix for patterns

Steps 1 - Decide on the Variables • Select the important variables involved for a given problem. • Develop a systematic way by analyzing important issue

Step 2 - Decide on Matrix Format • L Matrix for two set of variables • T Matrix for three set of variables • Y Matrix for three set of variable which are in three pairs to compared • X Matrix For four set of variables be

Steps 3 Draw and list items in each group along the axes of the matrix Steps 4 Decide on information that need to be discuss and chose the appropriate symbols on the matrix

T Shape matrix diagram a b c d A 1 2 3 4 B C D

Steps 5 Compare groups item by item, mark the appropriate symbols in the box of the intersection items. Steps 6 Complete the matrix with legend & describing the symbols

T-SHAPED MATRIX Product C PRODUCT Product B Product A Roll tension Maintenance tasks OPERATION PROBLEM Machine Jam Twisted material Soiled good Pin setting Machine lubrication

Steps 7 Analyze the Matrix • Review the diagram thoroughly for accuracy • Review the relationship between different elements and decide the individual responsible for it.

Prioritization Matrix

Introduction Prioritization Matrix • Prioritization matrices are decision making tools that are based on the combination of a tree diagram and matrix diagrams. • Using rating and weighted criteria, these tools can be used to prioritize issues, tasks or possible choices. • Prioritization matrices help reduce the number of options, thus decision can be made more easily

When to Used • When list of options must be narrowed to the one choice. • After the list of potential solutions has been developed. • After a list of problem has been generated.

Purpose And Benefits • Prioritization matrices are ideal for selecting a problem to tackle. • They can also be used to evaluate and narrow down a list of potential solutions to a problem. • Can be used even when data, information & resources are limited.

Steps to Develop Prioritization Matrix Step 1: Step 2: Step 3 : Step 4: Step 5: Agree on the ultimate goal to be achieved in a clear & concise sentence. Create the list of criteria. Create L shape matrix & weight each criteria against each other. Compare all option relative to each weighted criterion. Compare each options and select the best option.

How to Develop Step # 1 • State the main goal to be achieved and options to help achieve the goal. Choose the most enjoyable vacation for the family • List several options to help achieve this goal. • Paris • Disneyland • New York

Step # 2: • Generate criteria by which the options will be judged. Use a simple brainstorming process. • The wording for each criterion must be precise enough. The team must reach consensus on the criteria. • Cost • Activity • Escape reality

STEP # 3: • Create an L-shaped matrix where we label each row OR column by a criteria. • Judge the importance of each criteria and agree on the rating/weighted: 10 = 8 = 6 = Cost Activity Escape Reality • Compare the importance of each criterion against all others by scales:

STEP # 4: • Compare the options to each of the criteria and agreed on the rate for each option: • Based on the chosen criteria in step 2: 9 = Very Important 3 = Important 1 = Less Important 0 = Not Important • Agree on the rate chosen and calculate the total point for each of the option.

STEP # 5 • Compare each option based on all the criteria. • Build the final matrix. • Label the rows with the options and label the columns with the criteria. • Record each option total with respect to a criterion in the column. • Weight the by the importance or the criterion. • Calculate the option final score • Make decision based on the best option across all criteria

Summary Matrix: Enjoyable Vacation Place Criteria Cost Activity Escape Reality Impact 10 Impact 8 Impact 6 Total Rank 1 (1*10 =10) 3 (3*8 =24) 3 (3*6 =18) 52 2 Disney World 3 9 9 156 1 New York 1 1 3 36 3 Option Paris

PROCESS DECISION PROGRAM CHART (PDPC) Start NO NO NO YES NO GOAL NO NO

• Introduction • PDPC is a dynamic planning tool that can be used to systematically map out each possible chain of event in implementing a complex solution. • It can be used when uncertainties exist in the implementation process and when problem or goal is unique or unfamiliar

PDPC – What it can help This diagram is a powerful tools to help: • Overcome problems when goals / objectives are not familiar. • Select the best processes to obtain desired result by evaluating progress events & various outcomes. • Identifies and pictures what might go wrong in a process or plan and develop ways to avoid these problems.

PDPC – How It Help Anticipate potential problems Analyze potential problems Develop contingency plans Monitor progress of plans in

PDPC -When to use • When identifying causes or major events that need us to prepare for it • When tasks implemented are new or unique • When planning implementation of phase of a new project • When implementing a new plan or policy. • When a project/process implementation have high degree of failure or problem and could be serious, complex and complicated.

Symbol Use in PDPC Chart Show the starting or ending points Show the process task Show the decision point Show contingency plan Show direction of process flow

Steps in Developing PDPC Select a theme Develop the plan in steps State optimistic predicted result for each steps Predict events that can hamper progress Proceed or execute the plan

Step 1: Select Theme • Group should discuss the issues & have overall idea about the entire process. • Identify the current situation & discuss the contingencies and possible solutions

PDPC Step 1: Select Theme • Define process and goals Process Find good recipe Goal Deliciously baked muffin Find good recipe Delicious muffin

Develop the Plan in Stage • Develop the process needed & write all the activities required to achieve the goals one by one

Step 2 - Develop Plan in Steps Found good recipe Make mixture Baked in oven Delicious muffin

PDPC Chart Steps 3 - State an Optimistic Predicted Result Found good recipe Make mixture Good mixture is made Baked in oven Oven temperature is correct Delicious muffin

STEP 4 - Predict Events That Can Hamper Progress • Develop contingency plan to overcome these problem. • Check the entire diagram step by step to ensure the entire process will reach the ultimate goals.

Steps 4 - Predict Unwanted Event Found good recipe Lack of ingredients Make mixture Oven not working Repair oven Repair ok Good mixture is made Baked in oven Oven temperature is correct Delicious muffin Buy at shop Shop has ingredients Shop close Friend has ingredients Borrow from friends

Step 5 – Proceed / Execute the Plan • It is done after all the various steps and alternatives is determined. • As a project progress, new problem may arise.

Goal Planning family vacation First level step Decide where to go 2 nd Level step Ask friends What if’s? Possible measure x Decide how To get there Contact travel agent Read books Describe vacation poorly Friend don’t travel Join travel club Decide when to go Find new friend o Ask for picture o Always suggest Sama trips See many travel agents o PDPC FOR ‘PLANNING FAMILY VACATION” 0=ACCEPTED X=REJECT

ARROW DIAGRAM/ ACTIVITY NETWORK DIAGRAM

ARROW DIAGRAM/CPM/PERT/NETWORK What ? • A schedule serves as a fundamental basis for planning, monitoring, and controlling project activities. • It shows the time to implement the overall task and monitors the time and cost schedule of each subtask. • It is a combination of program evaluation and review technique (pert) and critical path method (cpm). • It offers one way of drawing the relationship among various activities in any project.

ARROW DIAGRAM Description The arrow diagram is used to plan and show the required order of tasks in a project or process, the best schedule for the entire project, and potential scheduling and resource problems and their solutions. The arrow diagram, lets you calculate the critical path of the project. This is the flow of critical steps where delays will affect the timing of the entire project, and where addition of resources can speed up the project.

Sample Activity-on-Arrow (AOA) Diagram Notice that each activity has only one arrow associated with it. When the activities are not explicitly shown on a diagram, it is harder to visualize them and their relationships. AOAs can also be drawn as time scales

PURPOSE & BENEFIT • It used to layout complex/simple solutions with critical time schedule & the impact of delay in one area on others • It identifies steps or subtask and shows the flow of simultaneous implementation paths.

When to Use When planning a complex project or process with interrelated tasks and resources. When analyzing the timing of a project; this analysis can happen before, during, or after the project. When allocating resources (such as people, money, and time) to a project. When monitoring the progress of a project When re-planning a project in progress, due to changes in conditions or resources. Only when you know the steps of the project or process, their sequence, and how long each step takes.

HOW TO CONSTRUCT ARROW DIAGRAM 2 B=5 = A circle is a node. Enter node number in circle = An arrow represents an activity and shows the order of events. Put the activity letter and estimated time on it.

HOW TO CONSTRUCT ARROW DIAGRAM Planning 1. 1. List all the necessary tasks in the project or process. One convenient method is to write each task on the top half of a card or Post-It note. Across the middle of the card, draw a horizontal arrow pointing right. 1. 2. Determine the correct sequence of the tasks. Do this by asking three questions for each task. • Which tasks must happen before this one can begin? • Which tasks can be done at the same time as this one? • Which tasks should happen immediately after this one?

HOW TO CONSTRUCT ARROW DIAGRAM 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 tasks, a milestone for the project. Thus, events are nodes that separate tasks.

CRITICAL PATH Determine the critical path. The critical path is the longest path from the beginning to the end of the project. Mark the critical path with a heavy line or color. Calculate the length of the critical path: the sum of all the task times on the path.

STEP BY STEP OF CONSTRUCTING AN ARROW DIAGRAM STEP 1 Assemble Appropriate Team STEP 2 Identify All Required Task of the Project STEP 3 Determine Sequence of the Activities STEP 4 Estimate the Time Required for Each Activity STEP 5 Calculate the Project’s Critical Path STEP 6 Calculate Each Subtask’s Earliest & Latest Starting & Finishing Times STEP 7 Calculate the “Total Slack” STEP 8 Revise the Activity Network Diagram

ARROW DIAGRAM (description for each step) STEP 1 ASSEMBLE APPROPRIATE TEAM • Team members should have detailed/in-depth knowledge of tasks/subtasks. STEP 2 IDENTIFY ALL REQUIRED TASK OF THE PROJECT • Identify each subtask. • Usage of self-stick note may help (so that the subtasks are moveable). STEP 3 DETERMINE SEQUENCE OF THE ACTIVITIES • Identify sequential flow & simultaneous flow. • Sequential flow is created by lining up the longest path of sequential activities. • Next, organize the second longest path & continue until all subtasks are in path. • Draw connections between the sequential paths.

ARROW DIAGRAM STEP 1 3 4 DEVEL- OP DESIGN REVIEW THE DESIGN FIRST DRAFT (TEXT) REVIEW & REVISE (1) (5) (3) (1) 1 2 SELECT PROJECT COMM. HOLD DESIGN MEETING. (1) (2) STEP 3 5 STEP 2 8 9 7 6 GET CONSULTANT SOURCE MATERIALS (1) (3) 12 13 DEVELOP COURSE OUTLINE FINAL REVIEW (COOR. ) DESKTOP PUBLISH (2) (5) 10 11 FIRST DRAFT (VISUAL) REVIEW & REVISE (3)

ARROW DIAGRAM STEP 4 ESTIMATE THE TIME REQUIRED FOR EACH ACTIVITY • Review past performance of each subtask to estimate duration of this project. • Place the probable length of each job (hours, days, etc. ) on the bottom half of each card.

1 DAY STEP 1 HOLD DESIGN MEETING. (1) (2) DEVEL- OP DESIGN REVIEW THE DESIGN FIRST DRAFT (TEXT) REVIEW & REVISE (1) (5) (3) 1 DAY 0 1 1 DAY STEP 4 9 7 STEP 3 5 STEP 2 8 5 DAYS 4 2 SELECT PROJECT COMM. 3 DAYS 3 (1) 1 1 DAY (1) (3) 1 DAY FINAL REVIEW (COOR. ) DESKTOP PUBLISH (2) (5) 10 GET SOURCE MATERIALS 3 DAYS 13 DEVELOP COURSE OUTLINE 6 GET CONSULTANT 12 2 DAYS 11 FIRST DRAFT (VISUAL) REVIEW & REVISE (3) 3 DAYS 5 DAYS 2 DAYS 18 23

STEP 5 CALCULATE EACH SUBTASK’S EARLIEST & LATEST STARTING & FINISHING TIMES • Compute the earliest starting and earliest finishing times by adding the duration of the subtask to the cumulative duration of all preceding subtasks. • Compute the latest starting and latest finishing times by subtracting the duration of that subtask from the latest start time of its successor. • The most common format for displaying these 4 times is as follows • : STEP 6 CALCULATE THE PROJECT’S CRITICAL PATH • The critical path is the minimum time required to complete the project KEY: ES = EARLIEST START EF = EARLIEST FINISH LS = LATEST START LF = LATEST FINISH ES LS EF LF

2 3 3 4 3 STEP 6 CRITICAL PATH 4 DEVEL- OP DESIGN // (1) REVIEW THE DESIGN TS = 2 2 SELECT PROJECT COMM. // 0 1 9 FIRST DRAFT (TEXT) // REVIEW & REVISE (5) (3) TS = 0 // TS = 2 7 // 12 13 FINAL REVIEW (COOR. ) (2) (2) TS = 0 // 5 6 GET CONSULTANT (1) // GET // 1 DAY 1 2 2 3 DAYS 3 3 6 11 REVIEW & REVISE (3) TS = 2 3 DAYS 2 DAYS 6 8 11 16 14 TS = 0 5 DAYS TS = 2 11 DESKTOP PUBLISH (5) 2 DAYS 8 // TS = 0 FIRST DRAFT (VISUAL) (3) TS = 0 1 DAY 10 TS = 0 SOURCE MATERIALS TS = 0 1 DAY 1 16 DEVELOP COURSE OUTLINE STEP 5 0 13 HOLD DESIGN MEETING. (1) TS = 0 // 13 8 (1) // 1 8 18 18 23

ARROW DIAGRAM (description for each step, cont…) STEP 7 CALCULATE THE “TOTAL SLACK” • Total slack time is the sum of each subtask’s slack time. • The slack time for a given subtask is its latest start time minus its earliest time Job slack = LS – ES • If the value of job slack is 0, the activity is consider as critical. STEP 8 REVISE THE ACTIVITY NETWORK DIAGRAM • Involve employees in the process • This planning tool must be as realistic as possible.

2 3 3 4 8 13 13 16 4 5 5 6 8 13 13 16 3 4 DEVEL- OP DESIGN REVIEW THE DESIGN FIRST DRAFT (TEXT) (1) (5) (3) TS = 0 (1) 8 STEP 6 CRITICAL PATH 9 // REVIEW & REVISE // 1 TS = 2 2 SELECT PROJECT COMM. // HOLD DESIGN MEETING. (1) TS = 0 7 STEP 7 (2) TS = 0 TS = 2 // 5 6 GET CONSULTANT STEP 5 (1) // GET // 1 DAY (2) 10 TS = 0 11 // DESKTOP PUBLISH (5) TS = 0 FIRST DRAFT (VISUAL) REVIEW & REVISE (3) (3) 3 DAYS 13 FINAL REVIEW (COOR. ) TS = 0 1 DAY 12 DEVELOP COURSE OUTLINE SOURCE MATERIALS TS = 0 // TS = 2 TS = 0 5 DAYS TS = 2 2 DAYS 3 DAYS 2 DAYS 0 1 1 2 2 3 3 6 6 8 8 11 11 14 16 18 0 1 1 2 2 3 3 6 6 8 10 13 13 16 16 18 18 23

TABLE Activity Duration Precedence Early Start Early Finish Late Start Late Finish Total Float Select Project Committee 1 day - 0 1 0 Hold Design Meeting 1 day Select Project Committee 1 2 0

ARROW DIAGRAM 2 3 3 4 8 13 13 16 4 5 5 6 8 13 13 16 DEVELOP DESIGN 1 DAY SELECT PROJECT COMM. 1 DAY FIRST DRAFT (TEXT) 1 DAY 5 DAYS HOLD DESIGN MEETING. REVIEW & REVISE 3 DAYS DEVELOP COURSE OUTLINE GET CONSULTANT 1 DAY REVIEW THE DESIGN GET SOURCE MATERIALS 1 DAY 3 DAYS 2 DAYS FINAL REVIEW (COOR. ) FIRST DRAFT (VISUAL ) REVIEW & REVISE 3 DAYS 2 DAYS DESKTOP PUBLISH 5 DAYS 0 1 1 2 2 3 3 6 6 8 8 11 11 14 16 18 18 23 0 1 1 2 2 3 3 6 6 8 10 13 13 16 16 18 18 23 The arrow diagram is used to lay out complex solutions with critical time schedules. It identifies steps or subtasks and shows the flow of simultaneous paths. The example shows the activities in the development of a training class.