CLASSIC TOOLS

GROUP #9

Classic Tools
Classical management is the original "school" of management to
develop during the Industrial Revolution. As businesses were
expanding, company owners and managers were looking at hiring in
large numbers of employees, many of them unskilled in the trade
and even a large number who could not speak English. Some
method had to be developed to train all these workers - hence,
classical managment.

Pie Charts
Pie charts are used to show classes or groups of data in proportion
to the whole data set. The entire pie represents all the data, while
each slice represents a different class or group within the whole.
Things to look for:

Look for the largest piece to find the most common class.

Notice relative sizes of pieces. Some

unexpectedly similar or different in size.

Try looking at a two-dimensional view of the pie; 3D charts are

attractive but they can make pieces at the front of the picture
look bigger than they really are.

classes

might

be

Bar Charts
Bar Charts, like pie charts, are useful for comparing classes or groups of data. In
bar charts, a class or group can have a single category of data, or they can be
broken down further into multiple categories for greater depth of analysis.
Things to look for:

Bar charts are familiar to most people, and interpreting them depends
largely on what information you are looking for. You might look for:

the tallest bar.

the shortest bar.

growth or shrinking of the bars over time.

one bar relative to another.

change in bars representing the same category in different

Run Charts
Run charts (often known as line graphs outside the quality management field)
display process performance over time. Upward and downward trends, cycles,
and large aberrations may be spotted and investigated further. In a run chart,
events, shown on theyaxis, are graphed against a time period on thexaxis. For
example, a run chart in a hospital might plot the number of patient transfer
delays against the time of day or day of the week. The results might show that
there are more delays at noon than at 3 p.m. Investigating this phenomenon
could unearth potential for improvement. Run charts can also be used to track
improvements that have been put into place, checking to determine their
success. Also, an average line can be added to a run chart to clarify movement
of the data away from the average.

Scatter Plots
Scatter Plots (also called scatter diagrams) are used to investigate the possible
relationship between two variables that both relate to the same "event." A
straight line of best fit (using the least squares method) is often included.
Things to look for:

If the points cluster in a band running from lower left to upper right, there is a
positive correlation (if x increases, y increases).

If the points cluster in a band from upper left to lower right, there is a negative
correlation (if x increases, y decreases).

If it is hard to see where you would draw a line, and if the points show no
significant clustering, there is probably no correlation.

Histograms
A histogram is a specialized type of bar chart. Individual data points are grouped
together in classes, so that you can get an idea of how frequently data in each
class occur in the data set. High bars indicate more points in a class, and low bars
indicate less points. In the histogram show above, the peak is in the 40-49 class,
where there are four points.
The strength of a histogram is that it provides an easy-to-read picture of the
location and variation in a data set. There are, however, two weaknesses of
histograms that you should bear in mind:
The first is that histograms can be manipulated to show different pictures. If too
few or too many bars are used, the histogram can be misleading. This is an area
which requires some judgment, and perhaps some experimentation, based on the
analyst's experience.

Pareto Charts
The Pareto effect even operates in quality improvement: 80% of problems usually
stem from 20% of the causes. Pareto charts are used to display the Pareto
principle in action, arranging data so that the few vital factors that are causing
most of the problems reveal themselves. Things to look for:

In most cases, two or three categories will tower above the others. These few
categories which account for the bulk of the problem will be the high-impact
points on which to focus. If in doubt, follow these guidelines:

If there is not a fairly clear change in the slope of the line, look for the factors
that make up at least 60% of the problem. You can always improve these few,
redo the Pareto analysis, and discover the factors that have risen to the top now
that the biggest ones have been improved.

If the bars are all similar sizes or more than half of the categories are needed to
make up the needed 60%, try a different breakdown of categories that might be
more appropriate.

Control Charts
Every process varies. If you write your name ten times, your signatures will all be
similar, but no two signatures will be exactly alike. There is an inherent variation, but
it varies between predictable limits. If, as you are signing your name, someone
bumps your elbow, you get an unusual variation due to what is called a "special
cause". If you are cutting diamonds, and someone bumps your elbow, the special
cause can be expensive. For many, many processes, it is important to notice special
causes of variation as soon as they occur.
Things to look for:
The point of making control charts is to look at variation, seeking special causes and
tracking common causes. Special causes can be spotted using several tests:

1 data point falling outside the control limits

6 or more points in a row steadily increasing or decreasing

8 or more points in a row on one side of the centerline

14 or more points alternating up and down

Cause & Effect Diagram

The cause & effect diagram is the brainchild of Kaoru Ishikawa, who pioneered quality
management processes in the Kawasaki shipyards, and in the process became one of
the founding fathers of modern management. The cause and effect diagram is used
to explore all the potential or real causes (or inputs) that result in a single effect (or
output). Causes are arranged according to their level of importance or detail, resulting
in a depiction of relationships and hierarchy of events. This can help you search for
root causes, identify areas where there may be problems, and compare the relative
importance of different causes.
Causes in a cause & effect diagram are frequently arranged into four major
categories. While these categories can be anything, you will often see:

manpower, methods, materials, and machinery (recommended for manufacturing)

equipment, policies, procedures, and people (recommended for administration and

service).

THANKS!!!