tree diagrams 1. learning objectives upon completing this module, you will be able to: understand...

Tree Diagrams

1

Learning Objectives

Upon completing this module, you will be able to:

Understand the purpose and use of a Tree Diagram (TD)

Construct, interpret, and revise a TD with your project team

Use a TD to take the key project factors and explode them down to the lowest practical level of detail in terms of the assignable tasks that are necessary to achieve the goals of the project

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1. Define Problem or Opportunity

(Problem Statement)

2. Determine Requirements, Constraints,

Gap, and Root Causes

3. Generate and Design Solutions to Meet Needs

4. Evaluate, Prioritize, and Test Solution

Ideas

5. Justify and Plan the

Implementation, Manage Change

Process

Core Steps in System & Process Design and Improvement

Analysis Tools for Step 3:Generate and Define Solutions

Define Possible Solutions

• Employ User-Centered Design Process• Conduct Usability Assessments

Determine Assignable

Tasks

• Use Tree Diagram (Eliminate Root Causes and Address Key Issues)

A.D. I.D.

Tree Diagram

Start

Root CausesKey issues

Headers

AD, ID & Tree Diagram

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TREE DIAGRAM

• A tool which systematically maps out in increasing detail the full range of paths and tasks that need to be accomplished to achieve a primary goal and each related sub goal

• A tool which describes the “methods” or “means” by which every “purpose” is to be achieved

Definition and Function

“Motherhood and Apple Pie”

“Nitty Gritty Details”

“Assignable Tasks/Easy to

Prioritize Options”

TREE DIAGRAM STRUCTURE

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KEY QUESTIONS ANSWERED

• What is the sequences of tasks that needs to be completed in order to fully address the key issue/objective/problem?

• What are all of the component parts of the key issue that need to be addressed?

• Does the implementation logic hang together?• How complex (or simple) will the solution

implementation be?• What are the assignable tasks, or easy to

prioritize options, that could spin off from the one key issue/objective/problem?

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When to Use the Tree Diagram

• When all of the implementation options must be explored.

• When assignable tasks must be created.

Means/Goal Means Means/GoalGoal/Problem

Problem

Root Cause #1

Root Cause #2

Key Issue?

Means to Eliminate Root Cause #1

TD Structure Links to ID Output

Construction Steps

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Step 1: Choose the Goal Statement

Step 6: Review TD with Non-Team Members

Step 2: Assemble the Right Team

Step 3: Determine the Major Tree Headings

Step 4: Complete TD under Each Major Path

Step 5: Review the TD for Logical Flow

Step 7: Draw the Final Tree Diagram

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Typical Uses, Continued

Southwest Foundry faces a lack of commitment among its production supervisors for the continuous quality improvement program, and wants to create a list of actions that would motivate, reward, and reinforce their support of the company’s new Kaizen initiative.

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Construction Steps

1.Choose the Tree Diagram Goal StatementPossible sources: – Project AIM Statement;– The root cause/key issue from the

ID;– From scratch, open discussion…

Increase Supervisor Motivation, Rewards and Reinforcement for Kaizen Program

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Construction Steps

2. Assemble the Right Team

– Action planners with detailed

implementation knowledge

– People who like finding solutions

– People who like thinking in a “linear

logic” fashion

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Construction Steps

3. Determine the Major Tree Headings; the Broadest Implementation Paths to Pursue– Consider the root cause(s) and key issues

generated from the ID– If brainstorming, lay out cards until

broadest level of detail emerges

Ways to Deal with the Lack of Supervisor Motivation, Rewards, and Reinforcement for

the New Kaizen Program

Increase Supervisor Motivation, Rewards and Reinforcement for Kaizen Program

Reduce Current Focus on Short Term Goals and

Bonuses

Increase Trust of Supervisors in

Kaizen Program

Reduce Market Share Losses and

Excess Costs

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Construction Steps

4. Complete the Tree Diagram Under Each Major Path– Place the goal statement and the

major headings to the extreme left, right, or top of paper

– Ask of each level of detail, “What needs to happen/be addressed to resolve/achieve this problem/goal statement?”

Ways to Deal with the Lack of Supervisor Motivation, Rewards, and Reinforcement for

the New Kaizen Program

Increase Supervisor Motivation, Rewards and Reinforcement for Kaizen Program

Reduce Current Focus on Short Term Goals and

Bonuses

Educate Supervisors that Kaizen Does

Work

Increase Trust of Supervisors in

Kaizen Program

Reduce Market Share Losses and

Excess Costs

External Case Studies

Train in Kaizen Concepts and

Tools

Visit Foundries that Use Kaizen

Internal Case Studies

Pilot Projects in Each Dept.

Ways to Deal with the Lack of Supervisor Motivation, Rewards, and Reinforcement for

the New Kaizen Program

Increase Supervisor Motivation, Rewards and Reinforcement for Kaizen Program

Reduce Current Focus on Short Term Goals and

Bonuses

Educate Supervisors that Kaizen Does

Work

Increase Trust of Supervisors in

Kaizen Program

Translate Corporate Goals into Unit

Objectives

Define How to Measure Cost of

QualityReduce Market Share Losses and

Excess Costs

More Clearly Communicate the

Long-Term Goals of Company Vertically

External Case Studies

Train in Kaizen Concepts and

Tools

Visit Foundries that Use Kaizen

Obtain Marketing Cooperation

Internal Case Studies

Pilot Projects in Each Dept.

Develop Cost of Quality Data

Collection System

Track Market Share Trends

Change Management

Reward SystemResearch Other Companies that have Long-Term

Perspectives

Examine Existing Norm System

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Construction Steps

5. Review the Completed Tree Diagram for Logical Flow– Check logic at each level of detail– Going from specific to general ask, “Will

those actions actually lead to these results?”

– Going from general to specific ask, “If I want to accomplish these results, do I really need to do these tasks?”

Ways to Deal with the Lack of Supervisor Motivation, Rewards, and Reinforcement for

the New Kaizen Program

Increase Supervisor Motivation, Rewards and Reinforcement for Kaizen Program

Reduce Current Focus on Short Term Goals and

Bonuses

Educate Supervisors that Kaizen Does

Work

Increase Trust of Supervisors in

Kaizen Program

Translate Corporate Goals into Unit

Objectives

Define How to Measure Cost of

QualityReduce Market Share Losses and

Excess Costs

More Clearly Communicate the

Long-Term Goals of Company Vertically

External Case Studies

Train in Kaizen Concepts and

Tools

Visit Foundries that Use Kaizen

Obtain Marketing Cooperation

Internal Case Studies

Pilot Projects in Each Dept.

Develop Cost of Quality Data

Collection System

Track Market Share Trends

Change Management

Reward SystemResearch Other Companies that have Long-Term

Perspectives

Examine Existing Norm System

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Construction Steps

6. Review the Completed Tree Diagram with others (customers, process owners, etc)– Is there general agreement?– Are better ideas missing?– Do all the possible assignable tasks need to be

done to achieve the AIM Statement?• If yes, then determine the project plan to do them all• If no, then use the Prioritization Matrix (PM) to

determine what tasks are best based on weighted criteria

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Construction Steps

7. Draw the Final Tree Diagram

– Communicate

–Manage the Change

– Sell the Need if Necessary

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Thank You