We have become accustomed to process data and, in fact, their absence stands for difficulty when analyzing a problem. Data have dominated the scene in the analysis of organizational results and their statistical processing has led to all kinds of conclusions, sometimes even contradictory.
In business management the phrase what is not measured is not managed, it has generated a strong feeling that with no data no analysis is possible.
It is not intended with this comment, detracting data analysis. There is no doubt the importance that they have when making decisions. However, the experience that accumulates on individuals throughout their working lives and the opinions and ideas that emerge from it can’t be processed by conventional means and tools for quantitative data analysis.
It is at this stage where the 7 new QC tools can do their part, as there are a number of situations in companies where previously mentioned may have great relevance. A wide range of analysis in the field of organizational behavior is not classed with numbers as there are no indicators for them. For example, if we imagine a team trying to improve the effectiveness of a 5S program or trying to reduce the rate of accidents or safety incidents or trying to improve communications or motivation, just to give some common examples, this is where tools of this group may be particularly effective for this type of analysis.
The 7 new QC tools, far from being new, dating from the 70 '. Indeed, between 1972 and 1978 the Society for the Development of Quality Control Techniques held a job of integrating various existing tools, proposing under the name 7 new QC tools to the following techniques:
1. Relations Diagram
2. Affinity Diagram
3. Systematic or tree Diagram
4. Matrix Diagram
5. Matrix data analysis
6. PDPC (Process Decision Program Chart)
7. Arrows Diagram
Since about 10 years ago, have been conducting in Argentina, a series of very successful experience in the Steel and Petroleum industry using a sequence of some of the 7 new QC tools to process verbal information, based on the experience of the team members.
The sequence used contains a non-numerical problem definition, after which all available experience is processed with the aid of an affinity diagram. From the same, and depending on the project objectives, a relative valuation of the resulting affinity groups is established using a matrix diagram to do it. This review indicates where you should start the second part of the analysis, which is to restructure the content of each affinity group with the help of relationship diagram or tree diagram. Either one allows establish cause and effect relations, within the affinity group, for understanding the structure of the situation analyzed.
The mentioned sequence is shown below:
1. No quantitative definition of the problem
2. Situation analysis with affinity diagram
3. Setting goals and measuring way
4. Prioritization of affinity groups with matrix diagram
5. Analysis, within each priority affinity group, with relationship diagram or tree diagram
6. Development of action plans from the result obtained at 5.