PDCA Training Pack

Training Pack

Kaizen PDCA ( Plan / Do / Check / Act )

Introductions • Name • Department • Current knowledge of Plan Do Check Act

Aims & Objectives Target Audience : All! Purpose of Module : To train the delegates in the Continuous Improvement Cycle

Aims & Objectives : • Understand the origins of Plan/Do/Check/Act (PDCA) • To define the 12 step PDCA approach • Understand when to apply PDCA

Definition Plan Do Check Act (PDCA) is a framework that provides a methodical approach to problem solving and continuous c ontinuous improvement.

It’s not just a 12 step cycle, it’s a way of thinking!

Act

Plan

Check Do

Standard Ops.

CONTINUOUS IMPROVEMENT

Why use PDCA? Human nature

Jump straight to solution mode

Fight the fires every time

vs.

Process

Allow time to plan

A structured approach to defining the problem

No common understanding of the real problem

No measure if the solution is a real success

Involve the right people

Test and monitor solutions to ensure goals are met

The PDCA Cycle

12. Continuous Improvement

1. Select Project

11. Monitor  Solution

2. Explain Reason

3. Set Goals ACT 

10. Implement Solution

PLAN

4. Prepare Action Plan

Continuous Improvement Cycle

CHECK

DO

9. Ensure Goals are satisfied

5. Gather the data

8. Test Solutions

7. Develop Solutions

6. Analyse the facts

1. Select Project When selecting a project think about how you can identify that an area requires improvement. What inputs help you recognise if an area is not conforming to the required standard? 4 Hour FIT - Day 1

Health & Safety

Brainstorming - Whatcanwe improve??

TeamName:

LowCost Canbe Done This Week

TeamMembers:

5 LowCost Will Take LongerThan a Week

Areato betargeted:

0.07 0.06 0.05 0.04 0.03 0.02 0.01 0

4 High Cost Long Term Improvements

3

IssuesEncountered:

2

4 Hour FIT - Day 2

PriorityTable i tyTable - Prioritise ideasaccording to theease,benefit &cost of 

1

implementation

Improvementtobe tackled:

0 CurrentState Photos:

I m p ro v e me n t I d e a

E a s e C o s t I m p ac t Total Rank

Who??

Priority TableScoring:

4 Hour FIT - Day3 Future

Feb

Apr

Jun

Aug

Oct

Dec

FMEA’s

Repo Reporta rtabl ble Accide Accidents

Sickness Rate %

5=Easyto install/NoCost/High H igh Impact

GapAnalysis

Dec

Work Work Rela Related ted Accidents d ents

1=Hardto install/HighCost/Low Impact

Current

Oc t

Others:-

ActionPlan Countermeasure How can w e solve ti?

C o u n t e r m e as u r e

W h o ? Su p p o r t W h e n C o m m e nt s

KPI’s

Risk Assessments

4 Hour FIT - Day4 Evalu ation&Review Wasthe improvement implemented?

 No  No

TeamAchievements:

Whataction sare sare requi uirred ed? ?

RECOVERY PLAN

Howcanthe change geb be e su us staine ned d? ?

PLANTO SUSTAIN

  s   n   o    i    t   c    A   w   e    N

Yes

A ct ct io n

Customer Feedback

Successful? Yes

Implementation Successful?

AfterPhoto:

W ho ho ?

Su pp pp o tr

W he n B y

C om om m en tts s

(Int/Ext)

Focused Improvement Teams (FIT)

IPT meetings

2. Explain Reason Achieve this by producing an agreed, clear problem statement, that uses facts, and does not mention any countermeasures.

Example After Process X has finished, the operator on the machine is expected to inspect the product, and then certify in SAP that the process has been successfully completed. However the Team Leader Leader on Process Y complains that half of the time, products arrive without having the correct certifications, which stops his team from doing their job. He has to spend, on average, 2 hours sorting the problem. He reckons that this has got worse since they changed the version of SAP used 6 months ago (he and his team still hasn’t been trained), and they have taken SAP access away some operators. Production has also risen recently, putting strain on resource.

2. Explain Reason 1. Ever Everyo yone ne need needs s to to be be tra train ined ed on SAP SAP 2. More More SAP SAP cer certi tifi fica cati tion on acce access ss is requ requir ired ed 3. More More peop people le are are req requi uire red d on on Pro Proce cess ss X Pre-empts countermeasures without understanding the problem – based on opinions not facts “In the last 6 months, 50% of products arriving at Process Y have arrived without the proper SAP certifications, causing on average 2 hours delay per  occurrence”. States the facts, giving frequency, timescale, and impact.

3. Set Goals Using the previous example of Process X and Y:

To identify and implement the requirements that will ensure that 75% of products arriving at Process Y have completed certifications within 6 months, rising to 100% by the end of this year.

S.M.A.R.T.!!! 

4. Action Plan Specific actions should be highlighted for completion. The key here is that plans should be time-bound and bought-off by the relevant owner. Why are we undertaking the project? Why are What are we going to do? What data is required? What are Who is responsible for each task? Who should be involved? How  must it be accomplished? How do we review? Where can we find relevant data and facts?

When must a task be complete? ...do we need to give feedback?

5. Gather the Data Gathering data enables us to understand the current situation to discover the extent of a problem. Data provides the information required to analyse a problem.

Data can be collected in a number of ways and forms, depending what you problem are trying to define:

Interviewing Visit the shopfloor – “Go and See” Machine Histories Risk Assessments Customer Returns Data Scatter Diagrams, Checksheets - 7 Quality Tools

6. Analysing the Facts It is important to use the correct tools to define the problem. Only then can relevant data be collected in an appropriate form to allow solutions to be generated and their effectiveness reviewed. Checksheets Histograms

Data Collection

Scatter Diagrams Control Charts

Data Collection & Analysis

Flow Charts Cause and Effect Analysis Pareto Analysis

Analysis Techniques

Tool Deployment Situation

Tool

1.

Tracking OEE

Scatter Diagram

2.

Most freq requent cau causes ses of  Downtime

Flowchart

3.

Loca ocation tion of con conc cessi essio ons on a Panel

4.

Iden Identi tify fyin ing g poss possib ible le reas reason ons s for  for  poor delivery

5.

Und Underst erstan and ding ing pro process cess for  for  modifying tooling

6.

Maki Makin ng sen sens se of of acc acciident dent data ata

Histogram Control Chart Checksheet Pareto Analysis Cause and Effect Analysis

Planning for Data Collection What question do we need to answer? What data analysis tools are we going to use and how to communicate the results? Who in the process can give us the data? What type of data do we need to answer the question? Where in the process can we get the data we need? How can we collect this data from fr om the individuals with minimum effort and error? When is the data to be provided? How much will it cost to collect the data? What additional information do we need for future analysis?

Develop Solutions Develop countermeasures by brainstorming all the potential root causes to the problem.

Brainstorm

Group

Prioritise

Ask Why? 5 TIMES!

Remember:- the customer customer protection is a temporary fix that fix that solves the problem today, the countermeasure is the permanent solution that prevents the problem re-appearing.

7. Develop Solutions Tips for Brainstorming: Have a clear and understood objective • Requires group participation • Quantity not Quality • No criticism is allowed – no idea is a bad idea • Do not work an idea during the session • One person to scribe the ideas onto a board or flipchart • Piggy back off other people’s ideas • Think “outside of the box” • Run a session for around 15 minutes • Have a break before analysing the ideas

5 Why’s Example

2

1

3

Q : WHY has machine stopped ? Q : WHY overload trip ? Q : WHY Insufficient oil ? A : Overload tripped out ! A : Insufficient oil on shaft ! A : Oil pump inefficient !

4

Root-cause

Q : WHY is pump not efficient ? A : Pump drive shaft worn !

5

Q : WHY is this shaft worn ? A : Oil filter blocked with swarf !

8. Test Solutions Once the countermeasures have been identified and prioritised, they have to be tested to assess the effectiveness. Think about how the success of potential solutions could be measured:

Is a trial required?

Who needs to know? How many communications sessions are needed? How will the issues from the trial be captured?

Maybe more more data need to be collected? Health & Safety 5

0.07 0.06 0.05 0.04 0.03 0.02 0.01 0

4 3 2 1 0 Oc t

Dec

Feb

A pr

Jun

Work Rela Related ted Acciden Accidents ts Sickness Rate %

A ug

Oc t

Dec

Repor Reportable t able Acciden Accidents ts

Does this data coincide with that collected to define the problem? Is it a KPI, one of the 7 Quality Tools? If so, will comparisons be possible to assess impact?

9. Ensure Goals are Satisfied Assess the success of the tested countermeasure by comparison with the goals set in Step 3

• If the goals have been met, the countermeasure can be implemented. i mplemented.

• If the goals have not been met, then the following foll owing should be considered: 1. Select Project

12. Continuous Improvement

2. Explain Reason

Develop the existing countermeasur c ountermeasure e Can additional countermeasures be developed? How appropriate are the goals?

11. Monitor Solution

3. Set Goals ACT 

10. Implement Solution

PLAN

4. Prepare Action Plan

Continuous Improvement Cycle CHECK

DO

9. Ensure Goals are satisfied

5. Gather the data

Re-evaluating the goals means a return to Step 3!!  8. Test Solutions 7. Develop Solutions

6. Analyse the facts

10. Implement Coutermeasures Ensure everything is done to make a successful s uccessful countermeasure become the new standard

• If it meets the objective set, then it must become the standard way of working.

• All relevant people informed,

• Training needs to be identified and addressed

• Necessary documentation updated

• Use Standard Operating Sheets to document the new standard

11. Monitor Countermeasures Continuously gather the data and analyse the facts to monitor the effectiveness of implemented countermeasures

• Repeat Steps 5 & 6 of the t he PDCA cycle to establish the before and after  situation.

• Individuals involved need constructive feedback after implementing countermeasures to help maintain continuous improvement.

Celebrate success!!! 

12. Continuous Improvement By definition the cycle of improving and ever raising the standards never stops!

• Ongoing process control can be used to ensure the performance of the countermeasures consistently meet the objectives set

• Improvement is infinite!

Act

Plan

Check Do

Standard Ops.

CONTINUOUS IMPROVEMENT

Aims & Objectives Target Audience : All! Purpose of Module : To train the delegates in the Continuous Improvement Cycle

Aims & Objectives : • Understand the origins of Plan/Do/Check/Act (PDCA) • To define the 12 step PDCA approach • Understand when to apply PDCA

………..did we succeed?