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