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7/30/2019 Final Seven Planning Tools
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Business Operational Planningand Problem Solving Tools
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Precursor: Basic Seven Problem
Solving Techniques
Check sheet
Pareto chart
Cause-and-effect diagram
Control charts
Histogram
Scatter diagram
Stratification
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Usage: New Seven Planning Tools and BasicSeven Problem Solving Tools
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Overview: Seven Management
Planning Tools
Were conceptualised by a JUSE Team.
Roots in Operations Research workdone after World War II
n p ann ng an manag ngcomplex projects.
Help teams to be more innovative and
communicate information moreeffectively.
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1. Affinity Diagram
Devised by Jiro Kawakita in the 1960s.
Used to sort ideas and data.
Commonly used as starting point in
pro ec managemen . Large numbers of ideas are sorted into
groups for review and analysis.
Typically after a brainstorming exercise
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How: Affinity Diagram Create a small but effective CFT
Clarify the point(issue) of meeting duringbrainstorming
Record each idea on cards or notes
No ambiguity
Look for ideas that seem to be related
Sort cards into groups until all cards havebeen used.
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2. Relations Diagram
Used to clarify and understand
complex relationships
Shows cause-and-effect relationships.
enera y, a er n y agramBrainstorming .
Also called as interrelationship
diagram or digraph
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How: Relationship Diagram Define a Problem(Issue)Statement. Brainstorm ideas about the issue and write them
on cards or notes.
Place Ideas Is this idea related to any others? Does this idea cause or influence any other
idea?
Draw arrows from each idea to the ones it causesor influences. Repeat the question for every idea.
Analyze the diagram to find Key Ideas. The number of arrows is only an indicator, not an
absolute rule. Draw bold lines around the keyideas.
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3. Matrix Diagram
Shows the relationship between two,
three or four groups of information.
Specific information about the
, ,roles played by various systems.
To control output performances
through input performances.
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How: Matrix Diagrams
Create a need based matrix
Assign unique symbols to represent thestrength of the relationships
rr ve a ev ence ase e a ons ps
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4. Prioritization Matrix
Used to compare choices relative to
criteria like price, service, and ease ofuse.
Help a team to focus on the best thingsto do, not everything they can do.
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How : Prioritization Matrix
Identify the overall objective.
Gather a CFT of necessary Expertise
Produce the list of items to be
prioritized.
Identify a list of unambiguous criteria.
Approaches to identifying criteria.
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How : Prioritization MatrixWeighted Priority Advanced Stages
Multiply each score by the number allocated tothe appropriate criterion to get the weighted
score for each item against each criterion.
or eac em, a up a o e we g escores. This gives the final prioritizing score for
each item.
The final list of prioritized items may be made
clearer for communication and decisionmaking by sorting it into priority order.
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5. Tree Diagram Starts with one item (problem/issue)
statement that branches into two ormore items, and so on.
It looks like a tree, with trunk and
multiple branches. Each move takes a step towards
specifics from generalities.
Decision trees are commonly used inoperation research to help identify a
strategy most likely to reach a goal.
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How: Tree Diagram Vertical Tree or Horizontal Tree.
Define and Brainstorm all possible answers.
Show links between the tiers with arrows.
Do a necessary and sufficient check.
Each of the new idea statements nowbecomes the sub goal.
Do not stop until you reach fundamental
elements.
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6. Process Decision Program Chart
Systematically identifies what might go
wrong in a plan under development. Countermeasures are developed to
.
FMEA correlation with PDPCand Prioritization matrix
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How: PDPC Obtain or develop a tree diagram of the
proposed plan. For each task on the fundamental level,
brainstorm what could go wrong.
eliminate any that are improbable or whoseconsequences would be insignificant.
For each potential problem, brainstorm
possible countermeasures. Decide how practical each countermeasure
is.
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7. Arrow Diagram or CPM CPM helps you to plan all tasks that
must be completed as part of aproject.
It acts as the basis both for re aration
of a schedule, and of resourceplanning.
During management of a project, It
allows you to monitor achievement ofproject goals.
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How: Arrow Diagram or CPM List all the necessary tasks in the project or
process.
Determine the correct sequence of thetasks.
Diagram the network of tasks.
Time flow, Events & Dummies When the network is correct, label
all events in sequence with event numbers
in the circles.
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How: Arrow Diagram or CPM
Detailed CPM: Determine task times(the best estimate of the time in std units).
Determine the critical path.
The longest path from the beginning to the end of the project.
Mark the critical path with a bold line or colour.
times on the path. Calculate the earliest and latest times for each task.
Calculate slack times for each task.
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S.No Activity Predecessors
Time in
Days
1 A 2
2 B 3
Exercise on CPM
,
4 D A 2
5 E D 1
6 F C 2
7 G B 5
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Mental Attitudes
- Keen awareness to the actual problem- Eagerness to solve the problem
- Be highly motivated for the challenge
Keys to Success of 7 M Planning
Tools
our pec c eys
Understand the problem
Select the right tool for the job
Obtain appropriate verbal data
Interpret and Act for results
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Benefits of 7 M Planning Tools
Provide Training in Thinking
Raise Peoples Problem Solving
Pictorial Representation of Data
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