ps 130 rev d problem solving
TRANSCRIPT
Operating AdvantageProblem Solving
Linking Operating Levers to Performance Improvements
Learning Objectives
At the end of this session you will be able to
• Select the proper problem solving tool for the situation encountered
• Describe various problem solving tool approaches
• Construct a robust and usable issue tree to aid in problem identification and prioritization
Agenda
Root Cause and Structured Problem Solving Approach
1. Describe the importance of root cause problem solving
2. Describe situational requirements for tool selection
3. 5 Why root cause analysis
4. Logic Tree Development
5. Conclusion
6. Appendix: 7 Step Problem Solving Approach
Typical Reaction is to Treat Symptoms
• Short-term focus on “getting production out”
• Inconsistent of role modeling from top management
• Inconsistent performance management culture and discipline
• Cultural issues – fire fighters gain a “hero” status and are repeatedly asked to fix fires rather than find root cause
Initial finding
• The overload fuse has blown
• Replace the fuse and start machine
Typical response
• Gap
Typical reasons for treating symptoms Situation
• Machine has stopped working
Severe Implications of Fire Fighting
Just treating the symptom will make the problem worse. The issue quickly recurs because the root cause is not fixed
Supervisors and workers spend most of their time on fire fighting rather than focusing on performance dialogs and root-cause problem solving
Constant fire fighting leads to low productivity and weaker business performance over time Constant fire
fighting leads to low employee morale as employees lose faith
Agenda
Root Cause and Structured Problem Solving Approach
1. Describe the importance of root cause problem solving
2. Describe situational requirements for tool selection
3. 5 Why root cause analysis
4. Logic Tree Development
5. Conclusion
6. Appendix: 7 Step Problem Solving Approach
Common Problem Solving Techniques
Most workplace problems can be solved by using simple methods The key lies in discipline and speedy implementation
50
100
Common issues in daily operations
Relatively complex process, quality, operational problems
Complex design, process, engineering, or quality issues
7-step structured problem solving
7 new QC tools• Six-Sigma tools• DOE: Design of
experiments• Taguchi method
5-whys root- cause analysis
Complex business problems
• Hypothesis tree• Issue tree
25
75
Many common problems solved by utilizing basic techniques
Focus ofthis training
Percent of problems
Root-cause Problem Solving in Real Time
When to use When not to use Examples
5-why root-cause analysis
• On the floor for real-time problem solving on most common issues
• To understand root causes of chronic issues, repeat issues, frequent issues
• To eliminate fire-fighting routines• Teach basic problem-solving methodology to front line
and operations leadership
• For complex problems, design problems, or major engineering problems
• To solve equipment downtime issues
• To fix minor line stoppages
• Chronic quality issues
7-step structured problem solving
• Problems are moderately complex and cannot be solved quickly on the floor
• Teach problem-solving methodology to continuous improvement support staff, engineering staff, and front-line leadership
• For day-to-day real-time problem solving
• Complex design or engineering issues
• Major quality issues• Major equipment
downtime issues
QC tools
• Mainly in solving complex quality issues• When problem may not be apparent to eye or
easy to detect
• For real-time day-to-day problem solving
• For business problem solving
• Major scrap or rework issues on floor
Six-SigmaDOE: Design of Experiments;Taguchi method
• Complex process engineering issues• Complex design problems or engineering problems• During product and process design
• Designing new component
• Designing new machining process
• For real-time day-to-day problem solving
Hypothesis tree Issue tree
• To solve complex business issues• To prioritize key issues at hand when problem
is complex• When data overload exists
• Beginning at diagnostics• Beginning of
engagements
• For day-to-day operating issues• For real-time problem solving
Agenda
Root Cause and Structured Problem Solving Approach
1. Describe the importance of root cause problem solving
2. Describe situational requirements for tool selection
3. 5 Why root cause analysis
4. Logic Tree Development
5. Conclusion
6. Appendix: 7 Step Problem Solving Approach
Identification of Front Line Root CausesAsk why until you get to the bottom of the
problem
1. Why has the machine stopped?
The overload fuse has blown
2. Why did the overload fuse blow?
There was not enough oil on the shaft
3. Why wasn’t there enough oil?
The oil pump doesn’t pump enough oil because shaft was worn
No preventive maintenance or weekly cleaning performed
5. Why is the strainer blocked?
Because the oil strainer is blocked with metal swarf
4. Why doesn’t the oil pump work properly?
• Fixing the root cause may take more time in the short term, but the investment will pay off quickly as the problem never recurs
• Instituting a root-cause problem solving culture leads to higher OEE, higher productivity, and a highly motivated workforce
5 Whys is Effective if Focus is Maintained
Focus
• The parts are out of spec
• Wrong tool has been used
• Standard tool has burnt out
• Oil temperature is too high
• Temperature standard is
not
controlled
Haze
Right approach Wrong approach
Why?Why? • The parts are out of spec
• Right tool not available
• We do not have a second one
• According to management, return on investment is too low to purchase another one
• Due to global competition, the product market price is too low
Why?Why?
Why?Why?
Why?Why?
Why?Why?
Why?Why?
Why?Why?
Why?Why?
Example A3 Problem Solving Report
Problem Solving Report Explanation (1/2)
Location of problem
Technical cause of problem
Analysis of problem status and root causes
Detailed description and analysis of the current state of the problem
Problem Solving Report Explanation (2/2)
Periodic tracking of performance metric to ensure problem resolution is working
Detailed implementation schedule
Real-Time Root Cause Issues
Problem solving in real time to understand the root cause
Group leader issues 5-whys root-cause problem solvingreport
If the problem is complex,then root-cause problemsolving to be done incross-functional teams
Develop and implement counter measures
Follow up to ensure thatroot cause is fixed
CheckPlan
DoAct
Problem on front line (quality, equipment downtime, etc.)
1 2 3
4 5 6
Timeline for Root-Cause Problem Solving
Raise major issues Identify root causeImplement countermeasures
Monitor performance
Day 0 Day 0-1 Day 0-3 Day 1-30
What • Escalate major issues• Generate root-cause
problem solving report
• Team problem solving• Complete problem solving
report
• Quickly implement permanent counter-measures to prevent recurrence
• Ensure that permanent and systematic counter-measures are working
When • Constraint machine down more than 8 hours
• Scrapped more than 5% of production run
• End of shift – or –
• Following day of occurrence
• Following day of occurrence
• Following 1-2 months
Who • Production team leader to initiate root-cause problem solving report
• CI engineer to prioritize and facilitate problem solving
• Cross-functional team work critical to identify and fix system issues
• CI engineer to follow up to ensure completion
• CI engineer to follow up to ensure completion
Why • Raise awareness to initiate quick response
• Understand root cause • Implement permanent countermeasures
• Ensure sustainability
How
• Complete as many steps in root-cause problem solving report as possible
• Hand report to CI engineersor maintenance
• Complete root-cause analysis report
• P-D-C-A • P-D-C-A
Where • On the machine and on shift • Problem-solving meetings • Machines/areas that had issues
• Machines/areas that had issues
Agenda
Root Cause and Structured Problem Solving Approach
1. Describe the importance of root cause problem solving
2. Describe situational requirements for tool selection
3. 5 Why root cause analysis
4. Logic Tree Development
5. Conclusion
6. Appendix: 7 Step Problem Solving Approach
Logic Trees
• Seven phases of problem solving
• Issue tree• Issue map• Hypothesis-driven tree• Creative problem solving
Related areasPitfalls
• Issue Tree may take more time, but ensures all issues covered
• Must understand hypothesis problem solving
Strengths/weaknesses
• Best used to structure analysis and define analysis
• Efficient communication and planning tools
• Issue might not be MECE (Mutually Exclusive Collectively Exhaustive) as required by logic tree
• Not useful for generating new ideas
Best used for
• Analytic Problem Solving
• Decisions on Problem Solving Tools
• Analysis Groundwork
• Large and Small Scope Problems
Logic trees are helpful to structure a problem. Depending on your familiarity with the issue and the degree of specificity of the problem, you are able to choose the most suitable type of logic tree
Description:
Linking Problems and Issues
Sub-issue
Sub-issue
Sub-issue
Sub-issue
Sub-issue
Sub-issue
Issue/ hypothesis 1
Issue/ hypothesis 2
Issue/ hypothesis 3
Problem statement
Why use logic trees?
1.
2.
3.
4.
To break a problem into component parts so that– Problem-solving work can be divided into
intellectually manageable pieces– Priorities can be allocated to individuals
To maintain the integrity of the problem-solving approach– Solving the parts will really solve the
problem– The parts are mutually exclusive and
collectively exhaustive (for example, no overlaps, no gaps)
To build a common understanding within the team of the problem- solving framework
To help focus the use of organizing frameworks and theories
Systematically Structuring a Problem
MutuallyMutuallyExclusiveExclusive
CollectivelyCollectivelyExhaustiveExhaustive
MutuallyMutuallyExclusiveExclusive
CollectivelyCollectivelyExhaustiveExhaustive
First Level
Second Level
ProblemStatementWorksheet
Basic question to be resolved
Relevant
Basic question to be resolved
1.Perspective/ context
3.Decision makers
2.Criteria for success
5.Constraints within solution space
6.Scope of solution space
4.Other key study stakeholders
Con
sist
ent
Con
sist
ent
Advantages and Limits of Logic Trees
The logic tree can ...
• … facilitate problem-structuring• … provide focus and transparency• … facilitate teamwork
(communication, work in parallel)
It cannot …
• … replace thinking or creativity• … replace detailed analysis
Three Common Types of Logic Trees
Reasons
Type of tree DescriptionElements of branches Typical application
Why Hypothesis-driven tree
• Hypothesizes a solution and develops a necessary and sufficient rationale to validate or disprove it
• Reasons • Typically used when the problem area is relatively familiar and it is possible to make sound assumptions
?
Yes
No
Issue map• Phrases key issues so
that they can be answered with yes or no; sequences them in a logical order showing the dependent action
• Questions • Suitable when the problem is well understood and can be structured logically and within a defined period of time
Issue tree• Starts with the problem
definition and divides it into components
• Actions, assertions, criteria, questions, topics
• Suitable for a comprehensive approach; used for a new problem when relatively little is known about it
What
How
Selection of Logic Tree
Degree of familiarity
Specificity of the problems
Hyp
?
?
?Yes
No
Yes
NoYes
No
Industry and problem familiar
Industry familiar
Industry and/or problem unfamiliar
Issue Hypothesis-driven
Issue map
Issue Tree Example
ProblemHow Can I Have more money at the end of the month without incurring any debt?
Take 3 Minutes to Brainstorm with your Neighbor
Issue Tree Example
How can I have more money at the end of the month without incurring a debt?
Increase income
Reduce expenses
Receive a windfall
Receive more $ from work
Pay less for same amount of items
Buy less
Receive more $ from investments
Legally
Illegally
Work more hours
Make more per hour
Buy lower quality items
Shop around for specials
• Food• Clothing• Utensils• Entertainment• Travel• Other
Inherit
Win lottery
Higher job level
Better paid industry
Overtime
Additional job
. . .
How? How?
Hypothesis-driven Tree – Structure
To validate a hypothesis To disprove a hypothesis
Hypothesis
Argument
Argument
Argument As a group, arguments
are sufficient
Hypothesis
Argument
Argument
Argument
On its own, every
precondition is necessary for the hypothesis
Source: McKinsey
Identification of Basic Hypothesis
Hypothesis
Argument
Argument(subordinate hypothesis)
Argument
Argument
Argument
Argument
Argument
Basic hypothesis
Can be proved immediately
Concrete analyses to prove ordisprove that the initialhypotheses can be identified
or
Issue Tree and Issue Map Differences
Source: McKinsey
Issue trees Issue maps
• Completeness
• Many individual approaches
• Deductive logic
• Problem orientation
• Focusing
• Overall perspective
• Creativity
• Action orientation
A lot of work, not much thought
A lot of thought, not much work
Issue Map Example
Can com-petitiveness be achieved within currentstructures?
Is product line com-petitive in the market?
No
Are there any synergy effects with other product groups that together would generate apositive result?
Yes Can a new productgeneration be developedeconomically?
Yes
No
No
No
Yes
Yes
Yes
No
Is it worth it to remove structuralWeaknesses on our own?
Are there any attractive options for cooperation or acquisition that will remove structuralweaknesses?
Yes
No
Options for action
Efficiency improvementprogram
Development of anew product generation
Facelift for currentproduct line
Restructuring program
Development of coopera- tion/acquisition strategy
Temporary acceptanceof losses
Profit-maximizing exit
Agenda
Root Cause and Structured Problem Solving Approach
1. Describe the importance of root cause problem solving
2. Describe situational requirements for tool selection
3. 5 Why root cause analysis
4. Logic Tree Development
5. Conclusion
6. Appendix: 7 Step Problem Solving Approach
Key Takeaways
• The degree of complexity and difficulty will determine the most effective problem solving method
• Many problems can be solved quickly by utilizing the 5 Why’s and Root Cause analysis
• Logic trees can be a powerful tool to organize ideas and develop problem solutions
Agenda
Root Cause and Structured Problem Solving Approach
1. Describe the importance of root cause problem solving
2. Describe situational requirements for tool selection
3. 5 Why root cause analysis
4. Logic Tree Development
5. Conclusion
6. Appendix: 7 Step Problem Solving Approach
Quality Tools and Statistics Reference Guide: TEC-406-708
7-step Problem-solving Approach
7-step problem-solving method focuses on root-cause problem analysis and long-term, permanent solutions, with the goal of total elimination of the problem for complex issues
Standardize Defineproblem
and set goal
Analyzeproblem
Generate potential solutions
Select and plan solution
Implement solution
Evaluate solution
PlanDo
Check
Act
1
2
3
4
5
6
7What
Plan
Do
Check
Action
WhyAnalysis of problem
HowPlanning solutions
Confirmation of results
Standardization
1 4
Implementation
Definition of problem
5
6
7
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Step 1 – Identify Problem and Set Goal
Description BenefitsAction
A) Develop a problem statement
• Describe the problem in measurable terms
• Clarifies the problem• Evaluates the
seriousness• Makes visible• Identifies major causes• Identifies relationships
among causes
• Quantify the problem
• Be specific about the subject of the problem using your own experience of it. Do not use someone else's description
• Assures accurate and factual understanding of the problem
• Qualify the problem
B) Develop a goal statement• Describe the level or
standard that should be achieved and by when
• Prioritizes work• Permits selection of
solutions
• Set targets for “satisfactory” solution
Problem Identification Worksheet Example
Basic question to be resolved:
Perspective/context? Stakeholders and processes?
Criteria for success? Scope of solution space?
Barriers to impact?
1
TEMPLATE
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3
5
2
4
Step 2: Analyze Problem
Why
Why
Why
Why
Why Root Cause
Most important step of process – invest time
here!
• Plan your research method• Review preliminary analysis• Find out everything you can about the selected problem
(gather information/data)• Quantify, visualize, and graph the data (analyze), use QC tools• Identify the main root cause(s) of the problem, for example, use
5 Whys
Data collection methods• Observation – Watch what is happening• Interviews – Collect information from people• Surveys – Use a written form of interview• Hands-on – Go experience for yourself• Paper research – Examine relevant documents
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Step 3: Generate Potential Solutions
Cause no. Identified root cause Potential solution
1
2
3
4
5
6
Generate potential solution(s) for each cause
EXAMPLE
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Step 4: Select and Plan Solution
Action plan
No. ActivityResponsible
Date(planned)
Date(complete)
Status
1
2
3
4
5
6
7
8
9
EXAMPLE
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Template to Evaluate and Select Solution
Selection worksheet
Control: the extent to which the group/individual controls the problem and can control the solution
Relevance: the degree to which the solution actually will solve the problem
Resources: the amount of time, money, people, material, etc. required to implement the solution and the extent to which the resources required are actually available
Payback: the approximate expected payback/results from solving the problem (cost vs. payback)
Buy-in: the degree to which the changes involved in implementing the solution will be acceptable to people affected and to any more senior level of management that must approve the solution
Definitions
Little Great
Control 1 2 3 4 5
Relevance 1 2 3 4 5
Resources 5 4 3 2 1
Payback 1 2 3 4 5
Buy-in 1 2 3 4 5
RatingCharacteristic
EXAMPLE
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Step 4b: Plan Solution Implementation
Flow ChartFlow charts are utilized to show logical steps involved in implementing plan
Develop plan
Kick-off meeting
Run trial
Modify
Modify equipment
Review results
Confirm parts
Standardize
What Who Time1 Develop implementation plan2 Hold kick-off meeting3 Start machine modification4 Run trial5 Confirm parts6 Report status7 Modify if necessary8 Standardize
Gantt chart
Gantt chart shows steps to be implemented and timing for the beginning and ending of each activity along with links between critical path items
EXAMPLE
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Step 5: Implement Solutions
Focus on reducing time required to implement and develop ways to streamline
procedures, policies, etc.
1. Divide solution into easily manageable steps that can be monitored
2. Include everyone affected by the solution in the implementation process
3. Keep everyone informed about what is happening, the plan, the goal, and how effectively things are being done
4. Be sure everyone knows what they have to do, and stay in close touch with your manager
5. Do not take anything for granted. CHECK, CHECK, CHECK
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Implement Solution Tracking Format
Action plan
ActivityResponsible
Date(planned)No.
1
2
3
4
5
6
7
8
9
Status
Date(complete)
EXAMPLE
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Step 6: Evaluate the Solution
1. Check timing of actual implementation against plan
2. Evaluate that goals were achieved– Productivity improvement– Cost reduction– Quality improvement– Safety
3. Evaluate if the expected results are occurring and any adverse effects
4. Standardize the new method
5. Establish control devices to ensure continued use of the new standardized method, for example, Standard Work Procedures, auditing
6. Train others in the new standardized method
7. Prepare job site presentation. Communicate what has been learned to others who may have similar problems and who may be able to apply some or all of your experience in solving this particular problem
8. Solve the next problem
EXAMPLE
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Solution Evaluation Example Format
Breakdown lossesMinutes
Actual
Target
0
200
400
600
800
1,000
1,200
1,400
1,600
1,800
2,000
Jan Feb Mar Apr May Jun Jul
EXAMPLE
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Solution Evaluation Example Format
EXAMPLE
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0
500
1,000
1,500
2,000
JulJunMayApr
Breakdown lossesMinutes
Target
Actual
MarFebJan
ALTERNATE SLIDE WITH THINKCELL FORMAT
Step 7: Standardize and Maintain Control
After solving the problem and improving the process, the Standardized Work and all
process related documentation must be updated to the new
standard
Standards to maintain improved equipment conditions
Monitoring• Workers have to provide data daily• Team leader will calculate daily up-time and weekly Pareto
analysis of downtime losses
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