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Affinity Diagrams 1. Learning Objectives Upon completing this module, you will be able to:  Understand the purpose and proper use of the Affinity Diagram.

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Presentation on theme: "Affinity Diagrams 1. Learning Objectives Upon completing this module, you will be able to:  Understand the purpose and proper use of the Affinity Diagram."— Presentation transcript:

1 Affinity Diagrams 1

2 Learning Objectives Upon completing this module, you will be able to:  Understand the purpose and proper use of the Affinity Diagram (AD)  Construct, interpret, and revise an Affinity Diagram  Improve the process of gathering and structuring apparently random or unrelated information  Creatively achieve consensus around the major action themes of any complex issue 2

3 Recall Step 1 Define Problem or Opportunity 3 Collect Data Consider Both Quantitative and Qualitative Data Use Surveys, Focus Groups, Interviews, Observations, Archival Data Analyze the Situation Define Process or Value Stream Maps, SIPOC Diagram Use Affinity Diagrams

4 AFFINITY DIAGRAM 4 This tool  Gathers large amounts of text data (ideas, opinions, issues, etc.)  Organizes it into groupings based on the natural relationship between each item  Is largely a creative rather than a logical process A team tool used to organize text data.

5 The Affinity Diagram Does the Following  Produces team consensus by sorting cards rather than by discussion  Gets a group of people to react from the creative “gut level” to efficiently organize creative new thought patterns for further elaboration  Encourages true participation because every person’s ideas find their way into the process 5

6 When to Use an Affinity Diagram Step 1: Define Problem or Opportunity (Problem Statement) where often:  Facts or thoughts are in chaos  Breakthrough in traditional concepts or thinking is needed  Too much information or too many ideas exist to quickly understand what it all means  Broad issues/themes and/or causes must be identified and agreed upon 6

7 Construction Steps 7 Step 1: Assemble the Right Team Step 6: Create the Header Cards Step 2: Phrase Issue to be Considered Step 3: Generate and Record Ideas Step 4: Randomly Lay Out Completed Cards Step 5: Sort the Cards into Related Groupings Step 7: Draw the Finished Affinity Diagram

8 Construction Steps 1. Assemble the Right Team Four to six people Varied perspectives Creative, open-minded members 2. Phrase Issue to be Considered Broad, neutral statement Clearly stated, well understood For example. “What are the Key Issues for Selecting a Good Kaizen Project?” 8

9 9 Construction Steps 3. Generate and Record Ideas Follow guidelines for brainstorming Record each idea on cards (Post-it Notes) and flip chart For example: No one word cards. Use a noun and a verb to create a complete and concise thought. Problem can be well defined Process needs improvement Project has and obtainable solution Results are measurable

10 10 Construction Steps 4.Randomly Lay Out Completed Cards On wall, table, flip chart, etc. 5. Sort the Cards into Related Groupings In silence Gut reaction Quick process If disagree--move cards, don’t discuss Problem can be well defined Process needs improvement Project has and obtainable solution Results are measurable Problem can be well defined Process needs improvement Project has and obtainable solution Results are measurable

11 11 Construction Steps Joe A Mary You can only move the same card to the same position once B

12 12 Construction Steps 6.Create the Header Cards Concise but complete Again, no one word cards. Use a noun and a verb to create a complete and concise thought. Make sense standing along Captures essential link in all ideas beneath it as well as what the cards are saying about that link Place at top of each grouping Problem can be well defined Process needs improvement Define a Process Improvement Project Project has and obtainable solution Results are measurable Monitor Process and Goals

13 13 Construction Steps 7. Draw the Finished Affinity Diagram Draw lines connecting headers, sub-headers with all the cards beneath them Bring together related groupings Review by the team Review by important “non-team members”

14 Define a Process Improvement Project Problem can be well defined Find a Committed Organization Organization sees a need for improvement Monitor Process and Goals Project has an obtainable solution Team is Well-Prepared Team can technically understand the project Project is Manageable There is Time to finish the project. Project is a process-type improvement Process needs improvement Customer needs can be identified Organization agrees to implement the project Organization is willing to devote time to the project No obvious solution exists up front Results are measurable Team leader is knowledgeable of problem solution tools Responsibility is shared by all team members Project Needs Low Capital Solution is under the control of the team What are the Key Issues for Selecting a Good Kaizen Project? Chosen project is interesting to all group members 14

15 Organize an area or process Find quantitative room for improvement Collect a big enough sample size to have relevant process information Define steps for improvement Project requires improvement not innovation Ensure open communication Work closely with stakeholders to ensure solution is valuable Get input from all levels involved Create a schedule and milestones for project Have a well defined scope What are the Key Issues for Successfully Selecting & Implementing a Good Kaizen Project? The solution should focus on the root cause not the symptoms Project solution will be sustainable Use Kaizen Principles Focus on small steps for improvement Project can be completed using PDCA Everyone works towards a common goal Find management that is open and willing to change Management is excited about change Stay within the budget of employer Employer or project owner buy-in to project Over- communicate with management about issues Coordinate meeting times with group Assign responsibility to all members Ensure you find a project all members are interested in Time to completion is within the teams constraint Issues are definable Project solution should ideally improve bottom line for company Team and management must create a plan for sustainability 15

16 16 Next Steps  Once completed, the Affinity Diagram may be used to create an Interrelationship Diagraph  An Interrelationship Digraph will be used to identify root causes and key issues

17 17 Thank You


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