Problem Solving
Short Description
Its a ppt. on problem solving....
Description
PDCA Problem Solving Guide T A C
INVESTIGATE CORRECT & STANDARDISE
R E V IE W F EE D B A C K & M A K E C O R R E CT I O N S S T A N D A R D I SE D O , CHECK , ACT
P L A N
C L A R I F Y O B JE C T I V E S
I D E N T I F Y P O S SI B L E C A U S E S B E N C H M A R K B E ST P R A C T I C E I D EN T I FY T E A M R O L E S I M P L E M E N T Q U I C K FIX
E V AL U A T E & V A LI D A T E P IL O T S T U D Y S O L U T IO N T O V E R IF Y D A T A COUNTERMEASURE TRAINING
C H E C K
C O M M U N I C A T IO N
E N L IG H T E N & IM P LE M E N T CARRY OUT TRIALS TO PROVE CAUSES A N A L Y SE D A T A T O U N D E R ST A N D H O W P R O B L EM O C C U R S I D E N T I F Y P O S SI B L E SOLUTIONS
O D
A Guide to a Team Approach to Problem Solving S D BELLAMY - Group Group Total Quality Manager Manager - 22 August 2000 ( 5TH Revision - Health Version V ersion )
T C A
INVESTIGATE CORRECT & STANDARDISE
R E V I EW F E ED B A C K & M A K E C O R R EC T I O N S
STANDAR DISE DO, CHECK , ACT
P L A N
CLARIFY OBJECTIVES
I D E N T I F Y P O S S IB L E C A U S E S B E N C H M A R K B E ST P R A C T IC E I D E N T IF Y T E A M R O L E S I M P L E M E N T Q U I C K F IX
E V A L U A T E & V A L ID A T E E N L I G H T E N & I M P L EM E N T PILOT STUD Y SOLUTION T O V E R IF Y D A T A COUNTERMEASURE TRAINING
C H E C K
C O M M U N IC A T IO N
CARRY OUT TRIALS TO PROVE CAUSES ANALYSE DATA TO UNDERSTAND HOW PROBLEM OCCURS I D E N T I F Y P O S S IB L E SOLUTIONS
O D
1 Introduction to PDCA Problem Solving Cycle. 2 PDCA Cycle……. 3 Key Steps in PDCA….. 4 Defining the Problem 5 Selection of TQ Techniques used in PDCA. 6 Using the 14 Techniques. 7 PDCA Reviews - Racetrack. 8 Using PDCA Workbook. 9 Summary
T C A
INVESTIGATE CORRECT & STANDARDISE
R E V I EW F E ED B A C K & M A K E C O R R EC T I O N S
STANDARDISE DO, CHECK, ACT
P L A N
CLARIFY OBJECTIVES
I D E N T I F Y P O S S IB L E C A U S E S B E N C H M A R K B E ST P R A C T I C E IDENTIFY TEAM ROLES I M P L E M E N T Q U I C K F IX
EVALUATE & VALIDATE P I LO T S T U D Y S O L U T IO N TO VERIFY DATA COUNTERMEASURE TRAINING
C H E C K
COMMUNICATION
E N L IG H T E N & IMPLEMENT CARRY OUT T RIALS TO PROVE CAUSES ANALYSE DATA T O UNDERSTAND HOW PROBLEM OCCURS I D E N T I F Y P O S S IB IB L E SOLUTIONS
O D
PDCA was created by W Edwards Deming in the 1950’s as an easy to follow Problem Solving Cycle. Deming was tasked with helping Japan rebuild its economy in the 1950’s. His purpose was to use PDCA with a Continuous Improvement process to help rebuild Japanese industries so that they could compete in the world market in the future.
ACT
PLAN
C u s to m e r S a ti s f a c tio n
CHECK
T C A
DO
INVESTIGATE CORRECT & STANDARDISE
R E V IE W F EE D B A C K & M A K E C O R R EC T I O N S ST A N D A R D I SE D O , CH ECK, ACT
P L A N
C L A R I F Y O B JE C T I V E S
I D E N T I FY P O S SI B L E C A U S E S B E N C H M A R K B E ST P R A C T I C E I D EN T I FY T E A M R O L ES I M P L E M E N T Q U I C K FI X
E V AL U A T E & V A LID A T E P I L O T S T U D Y S O L U T IO N T O V E R IF Y D A T A COUNTERMEASURE TRAINING
C H E C K
COMMUNICATION
E N L IG H T E N & IM PL EM E N T CARRY OUT TRIALS TO PROVE CAUSES A N A L Y SE D A T A T O U N D E R ST A N D H O W P R O B LE M O C C U R S I D E N T I F Y P O S SI B LE SOLUTIONS
O D
T C A
P L A N
INVESTIGATE CORRECT & STANDARDISE
D E T E RM I N E N E E D S
REVIEW FEEDBACK & M A K E C O R RE C T I O N S
STANDARDISE DO, CHECK, ACT
E V A L U A T E & V A LI D A T E
P I L O T T R A IN I N G PROGRAM
BENCHMARK SUMMARI COMPARE PRACTICE
ING: SE AND BEST S.
E N L I G H T EN & IMPLEMENT
DEFINE RESPONSIBILITIES: W HY, WHAT & HOW
RECOGNITION. R E CO G N I S E T H E C O N T R I BU T I O N O F OTHERS.
FEEDBACK
C H E C K
DIAGNOSTIC: R E V I E W C U R RE N T PRACTICES.
O D
Purpose:- To Purpose:INVESTIGATE the current situation & understand fully the nature of the problem being solved.
Key Steps:Key Diagnostic - Review Current Practice. Diagnostic Define the Problem - Who,What,Where and When . Write Team Mission statement. statement. Brainstorm potential causes of problem using simple Brainstorming or a Cause & Effect Diagram. Diagram. Identify & agree potential Root Causes prioritising using Paired Comparisons or by Consensus Rankings and asking the 5 WHY’s Set up methods to capture ‘REAL’ data. Implement ‘QUICK FIXES’ to protect the customer Make Process Flow Diagram Analyse ‘REAL DATA’ & show graphically.
Benchmarking - Compare Best Practices Brainstorm where else may they have this problem, find out what they do to resolve it.
T C A
INVESTIGATE CORRECT & STANDARDISE
D E T E RM I N E N E E D S
R E V I E W F E E D B A CK & M A K E C O R R E CT I O N S
STANDARDISE DO, CHECK, ACT
E V A L U A T E & V A LI D A T E
P I L O T T R A I N IN G PROGRAM
DIAGNOSTIC: R E V I EW C U R RE N T PRACTICES. BEN S C P
CHMARKING: UMMARISE AND OMPARE BEST RACTICES.
E N L I G H T EN & IMPLEMENT
DEFINE RESPONSIBILITIES: WHY, WHAT & HOW
RECOGNITION. R E CO G N I S E T H E CONTRIBUTION OF OTHERS.
FEEDBACK
C H E C K
P L A N
O D
Purpose:- To Enlighten the Team as to the Real Problem by analysing the Data and defining and implementing a solution plan.
K ey Steps :Key Enlighten Enlighten Brainstorm solutions. solutions. Rank solutions to identify best impact. Carry out Failure Prevention Analysis. Carry out Solution Effect Analysis. Create Project Plan to implement solutions. Put measures of performance in place using Control Charts or Check Sheets. Sheets. Implement Carry out Project Plan. Educate, train & communicate
Purpose:- To monitor effect of implementation of project plan & find Countermeasures to further improve the solution.
T C A
CORRECT & STANDARDISE
REVIEW FEEDBACK & M A K E C O R R EC T I O N S
STAN DARDISE DO, CHECK, ACT
P L A INVESTIGATE N DETERMIN E NEEDS
DIAGNOSTIC: REVIEW CURRENT PRACTICES.
BEN S C P
CHMARKING: UMMARISE AND OM PARE BEST RACTICES.
EVALUATE & VALIDATE
ENLIGHTEN & IMPLEMENT
P I L O T T R A IN I N G PROGRAM
DEFINE RESPONSIBILITIES: W HY, W HAT & HOW
FEEDBACK
RECOGNITION. RECOGNISE THE CONTRIBUTION OF OTHERS.
C H E C K
O D
Key Steps :Key Evaluate Collect data to monitor performance improvements. Involve & train those affected by solution plan. Communicate & feedback. Validate Resolve any issues by finding Countermeasures to ensure solution plan continues.
Purpose:- To Review Continuously the Performance Measure & make adjustments as required. Integrate new situation into Normal Working Practice. Start PDCA Cycle again.
T C A
CORRECT & STANDARDISE
REVIEW FEEDBACK & M A K E C O R RE CT I O N S
STANDARDISE DO, CHECK, ACT
INVESTIGATE
DETERMIN E NEEDS
E V A L U A T E & VA L I D A T E
P IL O T T R A I N IN G PROGRAM
DIAGNOSTIC: REVIEW CURRENT PRACTICES. BENCHMARK SUMMARI COM PARE PRACTICE
ING: SE AND BEST S.
ENLIGHTEN & IMPLEMENT
DEFINE RESPONSIBILITIES: W H Y , W H A T & H O W
RECOGNITION. RECOGNISE THE CONTRIBUTION OF OTHERS.
FEEDBACK
C H E C K
P L A N
O D
K ey Actions :Key Correct & Standardise Decide if solution is effective & either integrate into normal working practice or abandon. If plan is abandoned, ask what has been learned by the process and, restart the project. Determine new target & start PDCA cycle again.
T C A ACT
INVESTIGATE CORRECT & STANDARDISE
R E V I E W F E ED B A C K & M A K E C O R R EC T I O N S
STANDARDISE DO, CHECK , ACT
PLAN
P L A N
C L A R I F Y O B J EC T I V E S
IDENT IFY POSSIBLE CAUSES B E N C H M A R K B E ST P R A C T I C E IDENTIFY TEAM ROLES IMPLEMENT QUICK FIX
Customer Satisfaction
E V A LU A T E & V A LI D A T E P I L O T S T U D Y S O L U T IO N T O V E R IF Y D A T A COUNTERMEASURE
DO
CHECK
TRAINING
C H E C K
C O M M U N I C A T IO N
Checklist of PDCA Approach
E N L IG H T E N & I M P L EM E N T CARRY OUT TRIALS TO PROVE CAUSES A N A L Y SE D A T A T O U N D E R ST A N D H O W P R O B LE M O C C U R S I D E N T I F Y P O S S IB L E SOLUTIONS
O D
:
Have you got: a
Sponsor - ( Person w ho instigates the Problem Solving Session )
b
Team Leader.
c
Facilitator
d
Team Members
Problem Solving Process:
P
1 Define Problem Problem & Objective ( & Do Quick Fix )
P
2 Identify Likely Causes
P
3 Identify Major & Root Causes
P
4 Develop Solutions / Agree Action Plans
D
5 Implement action Plan
C
6 Determine Effectiveness of plan
A
7 Standardise Results / Implement in all relevant areas.
A CT
PLAN
Techniques to use with PDCA -
C u s to m e r S a tis fa c tio n
Selection Chart CHECK
DO
T e c h n iq u e 1
BR A IN ST O R M IN G
2
CAUSE & EFFECT
3
CHECK SHEETS
4
PARETO AN ALYSIS
5
CO N CEN TRATIO N D IAGRAM S
6
PRO CESS FLO W CH AR TS.
7
PERFORM ANCE MEASURING
8
5 W H Y 'S
&
5W 1H
9
PAIRED CO M PARISO N S
10
IM P ACT D IA G RAM S
11
FO R CE FIELD A N ALY SIS
12
SO LU TIO N EFFECT D IAG RAM
13
SC H ED U LE or PR O J EC T PLAN
14
F A IL U R E P R E V E N T I O N A N A L Y S IS
P
D
C
A
PLAN
A CT
Defining the Problem in
C u s to m e r S a tis fa c tio n
CHECK
DO
SMART form.
What is this ? It is the first step in the PDCA problem solving cycle. W hy do it ? To ensure that the whole Team is Why clear about what their Goal is. When do I use it ? Who does this ?. ?.
At the first Team T eam meeting. The Team.
How de we do it ? By considering each of the following aspects of the issue being addressed. Who is the problem experienced by ( Stakeholder )? What is the problem ? Where is the problem ? When is the problem experienced ?
Use these statements as a “Sanity Check” to refer back to at later stages of the project to check if on track.
PLAN
A CT
C u s to m e r S a tis fa c tio n
CHECK
DO
Writing a Team Mission Statement in
SMART form.
Write a statement using the following SMART rules.
Specific Measurable Achievable Realistic Time based Examples To reduce “Annual Lost working working Days due to Back related Problems” in the “Stores Department” by 50% in 6 months. To reduce “Risk of causing Back Related Injuries” in the Packing Department by 30% in 5 days.
PLAN
A CT
The Quick Fix
C u s to m e r S a tis fa c tio n
CHECK
DO
What is this ? - This is a way of protecting the Customer from the Effect E ffect of the Problem being investigated. W hy do it ? - Because the Cause of the problem may Why take some time to resolve. ( It stops the patient bleeding bleeding to death.) When do I use it ? - Immediately the problem is identified. Who does this ?. ?.
- The Team
How do we do this ? Typical Quick Fixes may include for example:Several Lifts where one is the normal Additional but time-consuming lifting gear 100 % Manual Inspection of product on line by operator Audit Inspection after final Operation. Multi Pass Operations. Pre Process Manual Inspection. They are usually, but not always, Time Consuming and Expensive. If , for example, the problem was a “ leaking roof due to a cracked tile “ The quick fix could be To put a bucket under the leak. The final solution could be Replace the Tile, Check condition of other tiles annually.
A CT
PLAN
Technique 1 -
C u s to m e r S a tis f a c tio n
CHECK
BRAINSTORMING
DO
W h a t is it ? I t is a m e t h o d o f q u ic k ly a n d c r e a t iv e ly . W h y d o it ? -
g e ne r a t in g I d e a s o r s u gg e s t io n s v e r y
S o e ve r y m e m b e r o f t h e T e a m c o nt r ib u t e s .
W h e r e i s it u s e d ? - M o s t o f t e n in t h e T e a m r o o m , a n d o t h e r w is e a n y w h e r e t h a t t h e r e i s a T e a m a n d a F lip c h a r t . W h e n i s it u s e d . ? defined.
U s u a ll y w h e n t h e p r o b l e m b e i n g s o l v e d i s i d e n t i f i e d a n d
W h o u s e s it ? -
C a n in v o lv e a n y o n e .
H o w i s B r a in s t o r m in g D o n e ? S TEP 1
F in d a q u ie t r o o m w it h a F l ip C h a r t a n d h a v e P e n s , P o s t I t s , D r y w i p e M a r k e r s , B lu e T a c a v a i l a b l e . D e c id e w h o w ill a c t a s t h e T e a m S c r ib e . W r it e d o w n t h e P r o b l e m o r S it u a t io n b e in g S t u d ie d o r I n ve s t ig a t e d a t t h e T O P o f a F lip C h a r t .
S TEP 2
G i v e a ll t h e T e a m M e m b e r s a f e w P o s t I t s . T h e n i n d i v i d u a l l y f o r 5 m in ut e s w r it e d o w n o n t h e P o s t I t s ( 1 id e a p e r s h e e t ) a n y id e a s o r s u g g e s t i o n s . W h e n i d e a s h a v e d r ie d u p , S t ic k a ll t h e i d e a s o n t o a F lip C h a r t a n d G r o u p a n y s im ila r i d e a s . T h e n f o r u p t o 1 0 m in u t e s , w o r k in g a r o un d t h e r o o m , a d d a n y f u r t h e r i d e a s t h a t m a y h a ve b e e n m is s e d .
ST EP 3
A s a T e a m d i s c u s s e a c h i d e a a n d d e c i d e i f t h e y a r e T o t a l ly ly , P a r t i a l l y o r N o t in t h e C o n t r o l o f t h e T e a m . ly " i d e a s . S e p a r a t e o u t t h e " T o t a l ly P r i o r i t i s e t h e m u s i n g " I m p a c t D ia g r a m s " o r " P a ir e d C o m p a r is o ns " .
ST EP 4 T h e T e a m m u s t d e c id e if t h e r e is a n e e d t o in vo lv e s o m e o n e e ls e , in t h e
T e a m , t o r e s o l v e t h e P a r t ia l ly o r N o t in C o n t r o l i t e m s .
A CT
PLAN
CHECK
CAUSE & EFFECT
Technique 2 -
C u s to m e r S a tis f a c tio n
DO
W h a t is i s it it ? - I t i s a m e t h o d o f B r a i n s t o r m in g C a u s e s o f a p r o b l e m o r s i t u a t i o n . W h y d o it ? - T o h e lp t h e T e a m c a n f o c u s o n s p e c i f i c t h e m e s a n d g r o u p s o f c a u s e s . W h e r e i s it it u s e d ? - I n t h e t e a m r o o m o r a t p l a c e o f w o r k W h e n d o w e u s e it ? - W h e n a p r o b l e m o r e f f e c t i s d e f i n e d a n d p o s s ib l e c a u s e s a r e needed. W h o u s e s it ? - E v e r y o n e . H o w d o w e us e t h e m ? S t e p 1 - O n a la r g e b o a r d o r f lip c h a r t . M AN
C o n s t r u c t t h e d ia g r a m b e lo w .
M A C H IN E
W r iti t e t h e E f f e c t i n here.
M E T H O D
M A T E R IA L
S t e p 2 - A S c r ib e W ill t a k e PO S S I B L E C A U S E S f r o m r o u n d t h e t a b le in T u r n un t il D r ie d u p . A s p e r e x a m p le b e lo w . M EN
M a c h in e s O p e ra to r n o t T ra in e d
M a c h in e n o t C a p a b le M a c h in e G a u g in g F a u l ty
O v e r S i ze B o r e W ro n g G ra d e G rin d in g W h e e l C o o l a n t M ix W r o n g
W ro n g M a s te r Is s u e d . N o P o s t b o re G a u g e
M e th o d s
M a t e r ia l s
S t e p 3 - P r i o r i t is is e a n d S e l e c t t h o s e t o b e i n v e s t i g a t e d , b y a l l o c a t i n g V O T E S t o e a c h T e a m m e m b e r w h o a d d t h e ir c h o ic e s t o t h e D ia g r a m . A s p e r D ia g r a m B e lo w . M EN
M a c h in e s O p e ra to r n o t T ra in e d
3
M a c h in e n o t C a p a b le M a c h in e G a u g in g F a u l ty
5
1
O v e r S i ze B o r e
W ro n g G ra d e G rin d in g W h e e l
2 W r o n g M a s te r Is s u e d .
C o o l a n t M ix W ro n g N o P o s t b o re G a u g e M a t e r ia l s
M e th o d s
8
A CT
PLAN
Technique 3 -
C u s to m e r S a tis f a c tio n
CHECK
CHECKSHEETS
DO
W h at ar e t he y ? - T h e y ar e a m e t h o d o f r e c o r d ing f actual dat a o ve r a p e r io d o f time. W h y d o it ? - S o y o u w ill b e a b le t o c o n f ir m t h e C a u s e s o f t h e p r o b le m . W h e r e i s it u s e d ? - A t t h e p l a c e w h e r e t h e i n v e s t i g a t i o n is t a k in g p la c e . W h e n is it u s e d ? - A f t e r t h e i n it i a l b r a in s t o r m i n g , w h e n r e a l d a t a is r e q u ir e d t o c o n f ir m in it ia l id e a s . W h o u s e s it ? - T h e t e a m s h o u l d n o m i n a t e a n d t r a in v o lu n t e e r s t o f i ll t h e s h e e t in . H o w is it u s e d ? D e s ig n a s h e e t s im ila r t o t h e o n e b e lo w , d e c id e o n d a t a t o b e c o lle c t e d a n d w h e n . T r a in t h e p e r s o n w h o w ill c o l le c t the data. Week Week Week Week
Cumulative
Cause
1
2
3
4
Total
Total
Weights too Heavy Reach too far Incorrect Posture Previous Injury Frequency of Lifts Cold Workplace Wrong Footwear Accidental Accidental Twi Tw ists sts
53
43
42
61
199
199
24
29
27
27
107
306
5
28
13
30
76
382
24
20
2
29
75
457
8
31
15
11
65
522
21
9
7
16
53
575
22
4
10
6
42
617
1
12
26
3
42
659
Total
158
176
142
183
659
A CT
PLAN
Technique 4 - PARETO ANALYSIS
C u s to m e r S a tis f a c tio n
CHECK
DO
W h a t is it ? - A m e t h o d o f s h o w in g a t a b l e o f d a t a in g r a p h i c a l f o r m a t t o a id u n d e r s t a n d in g . W h y d o i t ? - T h e v is u a l im p a c t is g r e a t e r t h a n a t a b le o f n u m b e r s . C a n b e f ille d in r e a l t im e . W h e r e is it u s e d ? - O n n o t ic e b o a r d s , in d e p a r t m e n t s p la c e o f w o r k .
at
W h e n is it u s e d ? - A f t e r y o u h a v e c o l l e c t e d r e a l d a t a in checksheet f orm . W h o u s e s it ? -
A nyone.
H o w d o w e u s e it ? ( U s in g d a t a in t e c h n iq u e 3 . ) Week Week Week Week
C um ulative
Cum ulative
Reject
1
2
3
4
Tot Total
Tot Total
Weights too Heavy Reach Too far Incorrect Posture Previous Injuries Frequency of Lifts Cold Workplace Wrong Footwear Accidental Accidental Twi Tw ists
53
43
42
61
199
199
30.19 30.1972 727 7 30.19 30.1972 7268 686 6
24
29
27
27
107
306
16.23 16.2367 672 2 46.43 46.4339 3990 909 9
5
28
13
30
76
382
11.53 11.5326 263 3 57.96 57.9666 6616 161 1
24
20
2
29
75
457
11.38 11.3808 088 8 69.34 69.3474 7496 962 2
8
31
15
11
65
522
9.863 9.86342 429 9 79.21 79.2109 0925 256 6
21
9
7
16
53
575
8.042 8.04248 489 9 87.25 87.2534 3414 143 3
22
4
10
6
42
617
6.373 6.37329 293 3 93.62 93.6267 6707 071 1
1
12
26
3
42
659
6. 373293
Total
158
176
142
18 3
659
%
100 90 80 70 60 50 40 30 20 10 0
s s s e r r e t t v y e e a r a c i s s f a u e f a a i i l e L u r w o s t p t w j H o o k T f o n P o r o T o l I o t F h y t o s t a c c c u W g n e s a n o o n e t e e r r h l d d v i u i d d R r o o g g o e q c i c r C e c e W P I n A W F r
%
100
A CT
PLAN
C u s to m e r S a tis f a c tio n
CHECK
DO
Technique 5 - CONCENTRATION DIAGRAMS
W h a t i s it ? - a s im p le v is u a l a i d t o c o lle ct d a t a a b o u t a n a r e a o r i d e a y o u a r e in v e st ig a t in g . W h y u se it ? - I t is e a sy t o u se a n d t r a in W h e r e is i t u s e d ? - a t t h e p l a c e o f in v e s t i g a t i o n w h e n is it u se d ? - W h en t h e t ea m w a n t s t o k n o w t h e w h a t t h e r e a l s it u a t io n is, o r t o c o n f ir m a h u n c h a b o u t t h e investigation. W h o u se s it ? - A n y o n e H o w d o w e u se it ? 1 ) M a k e a sk et ch o f t h e it em o r a r e a y o u a r e investigating.
S im p l y m a k e a m a r k e v e r y t i m e t h e r e is a n o c c u r e n c e o f a p r o b lem in t h a t lo c a tio n . T h e r e su lt in g v i su a l im p a c t is ea s y t o s ee
A CT
PLAN
C u s to m e r S a tis f a c tio n
CHECK
DO
Technique 6 - PROCESS FLOW CHARTS.
W h a t is it ? - I t is a vis u a l d ia g r a m o f h o w t h e p r o c e s s b e in g in v e s t ig a t e d o p e r a t e s . W h y d o it ? - T o c la r if y a n d u n d e r s t a nd h o w a p r o c e s s w o r k s a n d t o in v e s t ig a t e if t h e r e a r e a n y h o le s in it W h e r e is it u s e d ? - I t c a n b e u s e d a t a n y s t a g e b y t h e t e a m t o u n d e r s t a n d a s it u a t io n . W h e n is it u s e d ? - M o s t ly d u r i n g t h e p la n n in g p h a s e a n d o c c a s io n a lly i n t h e d o a c t p h a s e . W h o u s e s it ? -
T h e t e a m in ve s t ig a t in g t h e p r o b le m
H o w d o w e u s e it ? T h e e x a m p le b e lo w s h o w s P D C A
in a F lo w C h a r t f o r m . AN ALYSE DATA & B R A I N S T O R M p ossib le SOLUTIONS.
D E F I N E th e PROBLEM W r it e a S M A R T
U s i n g T e c h n iq u e 1 B R A IN IN S T O R M I N G
definition
Using T echnique 2 Cause & Effect
D E C ID E o n a Q U IC K F IX t o p ro t e c t th e C u s to m e r.
PRIORITISE P o s s ib le C a u s e s
C o l le c t D a t a a t Source
V e r ifi f y t h e E f f e c t o f I m p l e m e n t ini n g e a c h Solution using
G iv e e a c h T e a m M e m b e r 5 v o te s e a c h
U s e T e c h n iqi q u e 3
S o lu tio n E ffe c t, F o r c e F i e ldl d A n a l y s i s a n d F a i l u r e Prevention.
B r a i n s t o r m P o s s ib l e Causes.
M a ke a n
Implementation Schedule using T e c h n iq u e 1 3 - P ro je c t P la n n in g
CHECKSHEETS
P r ioi o r iti t isi s e S o l u t io n s u s in g
I m p a c t D ia g r a m s
S e t u p M e a s ur e s t o
M o n iti t o r t h e E f f e c t . U se Checksheets, Paretos, C ontrol Cha rts.
REVIEW
IMPLEMENT PRO JECT PLAN
E F FE C T on MEASURES - MAKE C O U N T E R M E A S U R E S to E N S U R E O B J E C T I VE IS ACHIEVED.
A CT
PLAN
C u s to m e r S a tis f a c tio n
DO
CHECK
Technique 7 - Measuring Performance.
What is it? - It is a way of showing the Results and effects of changes made to a process. Why use it? - To understand the current performance and to chart improvements and progress towards a target. Where is it used? - Usually at the place of work or on the process being monitored. When is it used ? - From the start of a project right , through to the end. Data is usually added added every day , week or month. Who uses it ? - The Team. How is it used ? -
Show “Targets” as lines
Show the actual “output” achieved as a column. Potential Potential Causes Observed Observe d per Day AC TUAL revised
TA RGET P ERC E NTAGE
B UD GET
35000
120%
30000
110%
25000
100%
20000
90%
15000
80%
10000
70%
5000
60%
0
50% 1994 1995 1 996 1997 JAN FEB MAR AP R MA Y JUN JUL AUG SE P OC T NOV D E C
A CT
PLAN
Technique 8 - a) 5 WHY’s b) 5W1H.
C u s to m e r S a tis f a c tio n
CHECK
DO
W h a t a r e t h ey ? - A v e r y sim p le w a y o f f in d in g if t h e t e a m h a s r e a ch e d t h e R O O T C A U S E o f a p r o b lem .
out
W h y u se t h e m ? - T o co n f ir m t h e t ea m p e r c e p t io n W h e r e is it u s e d ? - A s p a r t o f a t e a m p r o b l e m s o lv in g s e ssio n s W h e n is it u se d ? - A f t e r in it ia l b r a in s t o r m in g a n d d e fin in g a p r o b le m . W h o u ses th em ? - T h e team . H o w d o w e u se th em ? a ) 5 - W h y 's S im p ly a s k th e q u e s t io n 5 tim e s
b) 5 W 1 H "W H Y "
1 ) W H Y w i l l T V n o t c o m e o n ? B e ca u s e t h e r e is n o p o w e r . 2 ) W H Y i s t h e r e n o p o w e r ? B e ca u se th e fu se h a s b lo w n . 3 ) W H Y h a s t h e f u s e b l o w n . ? B e ca u s e t h e fu se a m p r a t in g is t o l o w . 4 ) W H Y w a s t h e f u s e a m p r a t i n g t o o l o w ? B e c a u s e it w a s in c o r r e c t ly s e le c t e d . 5 ) W H Y w a s i t i n c o r r e c t l y s e l e c t e d ? B e c a u s e t h e h o u se h o ld e r w a s ig n o r a n t
understanding) o f t h e n e ed f o r c o r r e ct se le ct io n .
S im p ly a s k
W W W W W
hat ? hy ? here ? hen ? ho ?
H ow ? ( W h e n lo o k in g a t a p r o b lem t o clarify
A CT
PLAN
Technique 9 - Paired Comparisons.
C u s to m e r S a tis f a c tio n
CHECK
DO
W h a t a r e t h e y ? - T h e y a r e a m e t h o d o f H e l p in g t h e t e a m p r io r o t i s e a n um b e r o f p o t e n t ia l c a u s e s a n d s o l ut io n s . W h y us e t h em ? -
T o get a te am concensus.
W h e r e i s it it u s e d ? - I n t e a m m e e t i n g s W h e n i s it it u s e d ? - W h e n t h e t e a m w i s h e s t o k n o w t h e p r i o r i t y o f a n u m b e r o f c a u s e s o r s o lu t io n s b e f o r e p r o c e e d in g t o t h e n e x t s t a g e . W h o u s e s it it ? -
T h e T e am .
H o w i s it it u s e d ? - T h e e x a m p l e b e l o w s h o w h o w t h e T e a m s d e c i d e d o n a p r e f e r e d a c t io n t o im p r o ve h e a t t r e a t m e n t r o u nd n e s s .
No 6 Item is more likely than No3 Item
No 2 Item is more likely than No1 Item No 1
2
3
4
5
6
7
I t em
Reduced Lifting Weights Provision of Appropriate Footwear Frequent back Health Checks Reduced Lifting Reach Increased Room Temperature Propper Training
Compar ison
Total
1
1
1
1
1
1
2
3
4
5
6
7
2
2
2
2
2
3
4
5
6
7
3
3
3
3
4
5
6
7
4
4
4
5
6
7
5
5
6
7
6
5
6
1
0
2
4
7 3
More Breaks up all the No 6’s that have been circled and put the number in this column. And so on... ADD
A CT
PLAN
Technique 10 - IMPACT DIAGRAMS.
C u s to m e r S a tis f a c tio n
DO
CHECK
What are they ? - They are a method by which the Team can identify the priorities of a large list of Ideas/actions Ideas/actions or Causes... Why use them? -To get a Team Consensus and get the greatest Impact with least effort. When is it used? - In cases where the is a long list of items. Where is it used? - Team Meetings How is it done? Step1 Each Team Member should Rank against 2 - Criteria C riteria 1 The EASE of achieving ( 1 = Very Difficult to 10 = Very Easy ), and 2 The IMPACT of the result ( 1 = Very Low to 10 = Very High ) on the problem.
No.
Idea , Ac ti on or Cau se .
1 2 3 4 5 6 7 8 9 10
T ra ini ng Ne w G au ge Ne New Ma c hi ne Chan ge Co ol ant Suppl i e r Cha ng e Coo l an t Mi x In P ro ce ss g au ge A i r P l ug on Li ne SO P 10 0% c he c ki ng b y ha nd Co m m u ni c at i on
EA S E
I M PA CT
9 5 2 4 8 5 8 9 8 9
6 9 9 4 4 7 9 9 8 6
HIGH
10 9 T 8 C7 A6 P5 4 M I 3 2 1 LO 0
W
3
10
2
8
9 6 10 & 1
4
0
2
VERY DIFFICULT
4
E A S E
These items should be done first as High Impact / Easy to do
5
6
8
10
VERY EASY
A CT
PLAN
Technique 11 - FORCE FIELD DIAGRAMS.
C u s to m e r S a tis f a c tio n
CHECK
DO
W h a t a r e t h e y ? - A m e t h o d o f c o n s idi d e r i n g t h e p o s iti t i v e a n d n e g a t i v e e f f e c t s o f i m p l e m e n t i n g solution, W h y u s e t h e m ? - T o e v a lul u a t e t h e p o s s i b i l i t i e s o f a d d i t i o n a l o u t c o m e s t o t h e p r o p o s e d solution. W h e r e i s iti t u s e d ? - T e a m r o o m W h e n isi s iti t u s e d ? - W h e n t h e t e a m i s d i s c u s s i n g p l a n s t o i m p l e m e n t a s o l u t i o n . W h o u s e s iti t ? - T h e t e a m H o w i s it u s e d ? S t e p 1 W r i t e a t t h e t o p o f a f l i p c h a r t t h e s o lul u t i o n b e i n g d i s c u s s e d t h e n d r a w d i a g r a m b e l o w .
I m p le m e n t 3 - S h if t w o r k in g
Example Better T eams
S t ep 2
R e lu c t a n c e o f People
M or e O u t pu t
I m p r o ve d S c h e d u le le s
A d d i t io n al Costs
S k i lll l S h o r t a ge
Positive Force
M or e Compatibility
N e g at iv e Force
M o r e s t af f cover KEY
T r a n s f e r o n t o a n a ly s is s h e e t POSITIVE FORCES FORCE Better Teams More Output Improved Schedules More Capabil ity
1= LOW to 10 = HIGH
NEGATIVE FORCES Ability to Influence
Effect
Total
FORCE
Ability to Influence
Effect
Total
5 8 6 7
5 7 6 7
25 56 36 49
Reluctance of People Skill Shortage Additi onal Costs More Staff Cover
3 7 5 4
5 6 4 6
15 42 20 24
This highest number in the column indicates the HIGHEST benefit
This highest number indicates the worst Negative aspect that needs a countermeasure.
A CT
PLAN
C u s to m e r S a tis f a c tio n
CHECK
DO
Technique 12 - SOLUTION EFFECT DIAGRAMS
What is it? - It is a way of Brainstorming Brainstorming the consequences of implementing a solution.. Why use it? -The Team should be aware of any side effects that implementing a solution may have. When is it used? - When a solution has been determined , but prior to implementation. Where is it used? - Team Meetings How is it done? - 1 Construct the Diagram Below MONEY I n c r e a se d W a t er use.
M A T E R IA L S
N ig h t S h if t P a y
Additional W a ge s A d m in Cost
Im p r o v e d J IT s u p p ly to C u s to m e r
Increased P o w e r u se
I m p lem en t 3 - S h ift W o r k in g
Im p ro v e d M a n n in g
Im p r o v e d S e ttin g
A d d i t i o n a l S k i lll l s
Flexibility
Im p ro v e d M o r a le
M ET H O D S
M AN PO W ER
From this diagram, the key actions to ensure success can be identified and any potential “downsides” to the solution can be highlighted.
A CT
PLAN
Technique 13 - SCHEDULE or PROJECT PLANNING.
C u s to m e r S a tis f a c tio n
CHECK
DO
What is it? - A Method of organising and communicating communicating tasks and actions in a sequence that achieves the desired project result. Why use it? -To enable the planning of projects in the most economical way possible. When is it used ? - When a solution has been determined , but prior to implementation. Where is it used? - Team Meetings How is it done? 1 Brainstorm all the actions required to implement the project. 2 Allocate responsibility for seeing a project through. 3 Decide the sequence that the actions must occur in. 4 Agree the Implementation dates.
The project can then be arranged in Gannt Chart form as shown below using Microsoft Project. Se p te m b e r D u ra ti o n 3 1 /0 8 0 7 /0 9
ID
Ta s k N a m e
1
L i s t a l l Im p ro ve m e n t Te a m s
3 d a ys
2
L i s t Al l Fa ci l i ta to ts a ctive /w a n t to b e a cti ve
3 d a ys
3
L i s t of Sp o n s o rs - L e a d e rs / Fa c il i ta to rs
3 d a ys
4
Id e n tify Ga p s
3 d a ys
5
D e vi s e Stra te g y to cl o s e g a p
5 d a ys
6
Lisk Key Behaviours
7
Ma ke p re p a ra to ry l i s t fo r d i s cu s s i o n
1 4 /0 9
2 1 /0 9
Octo b e r 2 8 /0 9 0 5 /1 0
1 2 /1 0
pw pw pw sb,pw,aa sb
1 day
1 day
8
Am m en en d PD CA CA Gu i d e to i n cl u d e Po l i cy o n Im pr pro ve m en e5 n tda Teyasm s
9
SOP fo r C o n ti n u o u s Im p ro ve m e n t
10
( N a tu ra l Wo rk Te a m s )
1 day
11
Es ta ta b l is h Te am Le Le a d e rs - co m pe pe ta n cy to L e a d Te a m
1 day
12
Ag re e wi wi th ma m a n a g e m en en t Te a m th the Po Po l i cy a nd pr pro j e ct o u1tcday o m es es
2 d a ys
pw sb aa sb aa
A CT
PLAN
Technique 14 - FAILURE PREVENTION ANALYSIS.
C u s to m e r S a tis f a c tio n
CHECK
DO
What is it? - A technique that allows you to anticipate and counter problems before the implementation of a solution. Why use it? - To be proactive. Putting countermeasures in place to prevent a project going wrong. When is it used ? - When a solution has been determined , but prior to implementation. Where is it used? - Team Meetings How is it done? 1 Brainstorm what could go wrong. 2 Rank the possible failure failu re by designating potential and consequence of going wrong. Potential Failure
Potential Consequenc e
Overall Rating
Ranking
A. New Bus iness will not fit the Line
4
5
20
6
B. Late Delivery will mean loss of orders
5
5
25
4
C. The quality Standard is not met.
6
6
36
2
D. The Line is too slow.
3
3
9
7
E. The project is over budget.
7
3
21
5
F. It is too long for the building.
1
8
8
8
G. The mac hine is not Safe.
4
8
32
3
H. The mac hine is not CE marked.
9
8
72
1
Score Potential and Consequence on a scale of 1 to 10 and multiply together to give overall Rating
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