1. Tree Diagrams 1

2. 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 2

3. 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

4. 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)

5. A.D. I.D. Tree Diagram Start Root Causes Key issues Headers AD, ID & Tree Diagram

6. 6 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

7. 7 “Motherhood and Apple Pie” “Nitty Gritty Details” “Assignable Tasks/Easy to Prioritize Options” TREE DIAGRAM STRUCTURE

8. 8 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?

9. 9 When to Use the Tree Diagram When all of the implementation options must be explored. When assignable tasks must be created.

10. 10 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

11. Construction Steps 11 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

12. 12 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.

13. 13 Construction Steps 1.Choose the Tree Diagram Goal Statement Possible 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

14. 14 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

15. 15 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

16. 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

17. 17 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?”

18. 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.

19. 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 Quality Reduce 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 System Research Other Companies that have Long-Term Perspectives Examine Existing Norm System

20. 20 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?”

21. 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 Quality Reduce 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 System Research Other Companies that have Long-Term Perspectives Examine Existing Norm System

22. 22 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

23. 23 Construction Steps 7. Draw the Final Tree Diagram – Communicate – Manage the Change – Sell the Need if Necessary

24. 24 Thank You