practical problem solving tools

8/8/2019 Practical Problem Solving Tools

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PRACTICAL PROBLEMPRACTICAL PROBLEM

SOLVING TOOLSSOLVING TOOLSTALLY SHEET

PARETO DIAGRAM

CAUSE AND EFFECT DIAGRAMBRAINSTORMING

5 WHYS


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OBJECTIVESUnderstand the common problem-solving techniques, applications and

methodology.Develop problem-solving skills amongall levels of organization personnel.

Understand the concept of QualityControl Circle as a means to study andsolve quality-related problems.


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What is a Tally Sheet?A tally sheet is a tool for

collecting the right data in asimple manner.

A. Recording Tally Sheets

1. Defective item tally sheet

2. Cause of defect tally sheet

3. Production process distributiontally sheet

B. Inspection Tally Sheets1. Checking and information tally sheet

2. Requested item tally sheet

3. Evaluation tally sheet

a b c d e

1

2

3

4

5


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EXERCISE 1Make a tally sheet from the data ofSummary DPR.

The tally sheet is about the frequencythat each injection machines has anOEE below 75% .


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What is a Pareto Diagram?Pareto diagram is defined in Japan IndustrialStandards Quality Control terminology as

follows:It is a diagram that shows by item and by classesthe order of the largest number of occurrencesand the cumulative sum total. For example,

classify the defective products according to defectcontent, arrange the ranking of the total numberof defects. Draw the diagram and rank importancewill be known.


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Brief History of Pareto

DiagramPareto diagram was first thought out by an Italianeconomist, Pareto (1848-1923); when he used itas a method form national income analysis to

show that a large proportion of the wealth wascentred around a small minority of people.

Then an American quality control authority, Juran,born in 1904, used it tin the field of QualityControl.

If used properly, the Pareto diagram will clearlyportray where the biggest defect or error or thewhereabouts of the problem is, the biggestinfluence, and the degree of magnitude of theproblem.


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Making a Pareto Diagram1. Set the method and time period for the data

collection. Collect the data classified

according to causes and subject matter.2. Arrange the items in such a way that the

item with the most data is entered first,followed by items with decreasing data. Add

up the cumulative figure.3. On a graph, draw in the vertical axis (y) andhorizontal axis (x). Put the scale unit in thevertical axis.


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Making a Pareto Diagram4. In the order of the most data, from the left,

draw in the bar graphs. Keep all the bars in

the same width. Do not leave any space inbetween the bars.

5. Using the cumulative figure, draw in thecumulative curve. From the bar graph

columns right corner, extend the line to theend, joining with a broken line graph.


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Making a Pareto Diagram6. Draw a line from the end of the bar graph

to the vertical axis. Where it intersects the

cumulative curve, it is taken as 100%. Putin the scales for the cumulative percentage.

7. Write in the title for the Pareto diagram, theperiod the data was collected, the total

number of data, the authors, etc.


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EXERCISE 2Make a Pareto Diagram using the dataof the tally sheet in exercise 1.

Dont forget to get the cumulativefigure of the data before making aPareto Diagram.


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BrainstormingAllows generation of a high volume ofideas quickly. Generally used integrally

with the advocacy team whenidentifying the potential Xs


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What is A Cause-And-Effect?

A cause-and-effectdiagram shows the

systematic relationshipbetween a fixed resultand its related causes.It is also called

fishbone diagrambecause of its shape.

Process

Defects

Man Machine Material

Method Measurement


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Making A Cause-And-Effect

1. Draw in the order of large, medium andsmall bones.

a. Decide on the effect. Write it on the right..


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1. Group the causes into large, medium and small

bones. (Via brainstorming)

a. L

et the group members come up with all thecauses they can on the effect.

b. Cluster the causes of the effect under large

headings and write into the bone. The large bone

should only have 4 to 8 branches

c. Write each cause into the middle and small

bones.



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d.Check that nothing is omitted or overlaps.

e. Mark the cause that is the most important.



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Pointers in Making a Causeand Effect Diagram

Do not mix up factors, causes and

countermeasures.

Accept all ideas of all circle members, no matter

how insignificant the opinions are.

Set the diagram up in a visible place for everybodyto see.

Do as many sheets as there are effects.


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Low output

At the stamping

section

MANPOWER MATERIALS

Lack of training

Rush jobs

MACHINE

Newly hired

employees

Do not want the

assigned job

Careless Operator

Issuance of defective

handles due to

molding process

Overlooked by

QA inspectors

Factory Defect

Defective

marking tapes

Poor quality

Slow heat generation by

the heater

Worn out

Defective foot switch

Lack of

maintenance

Unreported

METHOD

Defective

stamping jigsImproper lighting

facilities

Too many rejectedhandles due to stamping

process

Breakages

Overlapped or mis-aligned

stamped rating on

handlesMisplaced & lost

Slow set-up time of

jigs

Frequentreplacement of jigs

No line maintenanceToo much dependence of

maintenance personnel

Lack of

stamping jig

Lack of jig holders


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Exercise 3Make a fishbone diagram from the datain exercise 2.

Use brainstorming for gathering ofcauses.


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5 WhysIt is a tool for collecting the root causesof the problem by asking why after

each causes five times.

The cause of the 5th why is the mostprobable cause of the problem.


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ExampleProblem : Employees are frustrated &

complaining about the newe-mail system.

Why : Employees do not understand

how to use the function ofthe system.

Why : The employee didnt receiveadequate training on the

new system., a manualthey can use, and didnt giveinputs on their needs forthe new system functions.


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ExampleWhy : The IS manager has a poor

planning process: didnt ask

employees about their needson system functions, didntplan for training up front,didnt notify employees using

multiple communicationchannels, didnt review themanual with employees.


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ExampleWhy : The manager didnt get

direction and support from his boss, orreceive planning

process training.

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