workshop - blean-strategie.com

WorkshopPPS and 5P tools

Objectives of the workshop:

At the end of this workshop, participants will be able to:

• Apply the steps indicated in the problem-solving process (or Practical Problem Solving: PPR): The PPR and 5P.

• Use the Analysis Diagram cause-effect, the 6M, “fishbone” or Ishikawa in the problem- solving process.

• Know the usefulness of an affinity diagram.

• Apply the 7 steps to a successful brainstorming session.

• With Information Centers, where problems are highlighted, act quickly after identifying their root causes and agree on permanent solutions as a team.

• Be able to lead an PPS or achieve a 5P team; use the analysis cause-effects diagram, the 6M, “fishbone” or Ishikawa in the problem-solving process.


Why PPS / 5P? • Solve problems in a standard, simple and structured way in the least time-consuming fashion. • Stop recurrence, that is, switch from a reactive mode to a controlled mode. • Promote the involvement of people (teamwork).

What is a problem?

• Anything that creates waste. • Some examples of problems: - What compromises Health, Safety or the Environment. - What causes a decrease in production: • A loss of production opportunity. • A reduction in efficiency. • A difference in costs. - Scrap or stoppage, etc.

It is an event that meets the criteria for writing an action strip in relation to: • A key performance indicator on the information center. • A daily operation chart. • A production analysis chart / symptoms chart. • A global calendar of activities.


Procedure / adviceSelect the team and prepare.

Call on people:

• Experience who are affected by the problem. • Who saw and / or experienced the problem when it happened (always involve production and / or maintenance employees). • With new eyes (ex: new employees with more or less experience). • Who has an interest in the problem being solved?

Preparation:

• Following an event, the investigation must be completed as soon as possible due to the fact that if it is carried out more than an hour later, a loss of about 50% of the quality of the information can be observed. • At the analysis (PPS), make sure that the team members have, in their possession, all necessary elements and facts (data collection completed).


1.Name of the problemDescribe the problem in a specific way: What is abnormal? What is the symptom?It is advisable to use a high-level map, a plan or a drawing of the equipment for example, to understand how the system in question works:

• Write down the temporary control (s) currently in place (may adjust the problem in the very short term, but it does not eliminate it!). • Note the losses caused by the problem: - Loss of production, cost of materials, labor cost. • Ensure that all concerned individuals are aligned on the same problem.


2. How did the problem come about and what are the observable facts

• Investigate, meaning collect data: - Go see the people who have experienced the problem, visit the area where the problem occurred (on-site observations photos, logbooks, ...); - Challenge: What, When, Who, Where, How, Why? - What are the consequences of the problem, the directly observable facts that affect the operation staff and the maintenance staff? - Retrieve all relevant data related to the problem (check the logbooks if analyses have already been carried out on this issue).• Following the data collection, question yourself: Are all the necessary team members present to go on to the next step?


3. Clarify the problem

4. Determine the sequence of eventsThis step is critical because it identifies the breakpoint (BP) that is causing the problem.

To determine the BP, it is necessary to map:

• The sequence of events without the problem (normal or standard sequence).

• The sequence of events that lead to the problem.

The BP is between the last event that was normal or standard and the first event that differs from the normal or standard sequence.

Make sure you have one (or several) temporary countermeasure (s) put in place on the BP to stop the problem from propagating further in the process.

In addition to identifying the BP to speed up problem solving (determine the playground), this step allows you to increase the understanding the of the problem and making sure everyone sees the same thing.


4. Determine the sequence of events (cont.)

5. Determine the potential causes of the breaking point


5. Determine the potential causes of the breaking point (cont.)

At this stage, you draw on the experience of your team members.

The art of asking the right question.

• Why did the BP occur? That is: why the first event differs from the normal or standard sequence after the last compliant event?

• Question at the head of 6M: why?


Tool: the 6M Cause and Effect Diagram, “Fishbone” or Ishikawa

The cause-effect diagram or Ishikawa, in reference to its designer, alsocalled “Fishbone” diagram, because of its resemblance, is a great tool usedto identify the causes of a problem. The Ishikawa diagram is also very useful forany other type of thinking based on the identification of the cause-effect path.

Tool: the 6M Cause and Effect Diagram, “Fishbone” or Ishikawa (cont.)

The Ishikawa approach

During a group session, as a brainstorm, we try to identify the causes of a specific effect. It can be a technical problem and we will classify the cause in one of the categories as in the dia-gram below:

MaterialsInputs: raw materials

MachineProduction equipment

Motherhood (Environment)The working environment

MethodMethods, techniques and procedures

WorkforceThe staff, labour

MeasurementsMeasuring tools and system



Tool: brainstormingDéfinition

Brainstorming, literally a storm of the brains, is a participatory method of solving problems based on the creativity of spontaneous participants. In fact, it is the spontaneity that is sought after.

How a brainstorming session works

During a session, all ideas are scored without making any judgment. Furthermore, participants are asked not to criticize, and not to hesitate to bounce back and let the thinking progress.

So, by association of successive ideas, we collect several good paths to a solution.

A brainstorming session takes place in groups of about ten people with a host. The first phase, half an hour, three quarters of an hour on average, has for purpose of collecting the most amount of ideas, as described above. Then, the ideas collected are sorted, reconciled, themat-ically organized and organized as a hierarchy. As explained in the 6M’s; the Ishikawa diagram or the affinity diagram will be used to synthesise the information.


Tool: 7-step brainstorming (cont.)

A successful brainstorming session

The 7 Steps to a Successful Brainstorm ...

1) Explain the process

It is important that each participant is fully aware of the rules and the stages that will occur. If one or more group members has never participated in a session of this type, it may be useful to carry out some small exercises to understand the principles.

2) The rules are specified 1. One does not criticize, and one preserves one’s open-mindedness. 2. Let your imagination go, in principle all ideas are good to formulate. 3. We do not hesitate to take the ideas of others to build our own.

3) What is the problem?

We make sure that all participants have a correct vision of the problem to be solved. Before starting the session, we leave a few minutes of reflection so that everyone can assimilate the problem well. Do not let spontaneity fly away.


Tool: 7-step brainstorming (cont.)

4) We write down everythingThe white board, visible to all is still the best tool ...

5) We cleanWe eliminate similar ideas formulated differently.

6) We sort, group and eliminateWe bring ideas together, and we eliminate those that are impossible or irrelevant.

7) The best ideasWe select the best ideas, (the least bad?) Amongst those that seemfeasible, considering the problem to be addressed.

Tip: If only extroverts speak, switch to a written brainstorm. Ideas are then noted on a post-it and then displayed on a white board (see the affinity diagram tool). We are then very close to being certain that all the participants have had a chance of expressing themselves.


Tool: Affinities DiagramThe simplest tool for team creativity.

Definition of an affinity diagram

The affinity diagram is a handy tool to federate the ideas of a group and thus achieve an active consensus. It is of course a tool of collective creativity. Easy to implement, however, it is im-portant to follow the process with rigor.

Prior recommendation

The principle of the affinity diagram is very simple, it is composed of a few lines. At the end of the process, an active consensus must be reached. It is also essential to approach the session without judgment.

The operational process

For the process to proceed in the best conditions, it is essential that each of the participants feel comfortable and confident.

1) Each participant records their ideas or proposals using two or three post-it notes, maximum five, depending on the theme of the session. Never more than one idea per post-it, described in a few words. A tip: The fewer post-its, the more chances to collect the main ideas of each participant.


Tool: Affinity Diagram (cont.)

2) Then, in a group, using a table that is visible to all, we regroup, in categories, the proposals of each of the participants. We eliminate off-topic proposals, just like inevitably redundant ones. In any case, once displayed on the board, the ideas and proposals no longer have an owner. They are for the common good.

3) The choice of category titles is particularly important. It is a cooperative task to find the most significant terms for the ones reunited.

4) The result of the process will then be logged, and will serve as a common repository for the group.

Affinity diagrams are a standard and a well-known tool today. Like all quality tools, it is highly effective if the progress is followed and that each of the participants can express themselves freely.


Tool: Affinity Diagram (cont.)

Affinity diagrams are a standard and a well-known tool today. Like all quality tools, it is highly effective if the progress is followed and that each of the participants can express themselves freely.


5. Determine the potential causes of the failure point (BP) (cont.)

Procedure / advice

• Following the “brainwriting” and / or brainstorming, classify the causes: X = Not a potential cause = Direct cause not selected O = Direct cause selected

This step may require to go see:• For each cause, identify the impact on the breakpoint and, if applicable, say why a cause is not selected.• Tip for selecting potential causes: If the cause had not happened, could the BP have been avoided? If Yes = O, Possibly = , No = X.• At this stage, be sure to have a reasonable scope of the problem, otherwise ask yourself if this is the best problem-solving tool to use (ex: Project CV or CN, Kaïzen, RCM, etc.).• It is recommended to select 1-2 potential causes maximum for the next step.


5. Determine the potential causes of the failure point (cont.)

Determine the potential causes of the failure point

Tip for selecting potential causes: If the cause had not been not produced, could the BP have been avoided?If Yes = O, Possible = , No = X


6. Identify the root cause (s)Use the potential cause selected in the previous step and complete the 5 Why’s (cause tree) to identify the root cause (s) of the problem:

• If there is more than one potential cause selected, make a 5P on each of them: - It is quite possible that some branches of the tree of causes intersect to converge towards the same root cause; - Keep in mind that a 5P sometimes requires to go see, doubler-checks are recommended:• Check if the 5P logic is good by following the downstream logical link in upstream of the 5P chain.• Check if the correct root cause (s) has been chosen by asking the following question: If the root cause had not been produced, would the problem have been avoided?


The 5W tool (five why’s)What is the “Five Why” method?

The only silly question is the one you did not dare to ask ...

Definition of the 5 why’s

The 5 why’s is a problem-solving method. The objective being to go back to theoriginal cause of a phenomenon by not being satisfied with the first explanationof the symptom, but by deepening the reflection with a thorough questioning.

An example to help better understand

Situation:

In a workshop, the conveyor belt stopped for no reason. We will therefore use the method of the five why’s, not to repair punctually, but to go back to the initial causeand attempt to settle it definitively. This is the goal of the method.

1. Why did the conveyor belt stop?Answer: because the sensor detected an overload.Is it enough as an answer? Of course not. We need to investigate a little more deeply to solvethis problem.


The 5W tool (five why’s) (cont.)6. Identify the root cause (s)


7. Establish a countermeasures planProcedures / Tips

• Focus the brainstorm on simple, effective, low cost and fast solutions to implement: - Use the Benefits / Efforts matrix to prioritize actions.

• On the action plan displayed in the Information Center: - Enter the identified countermeasure (s). - Identify the person in charge (Who?) And the date of implantation (When?). - Implement the countermeasure (s). - Perform the 10 checks at a set frequency (eg 1x / hr, 1x / day, 1x / week, 1x / month, etc.). - Standardize: update or creation of standard tasks, MAT, training program to broadcast for all concerned. • Update the status of the Deming cycle of the action plan (Plan – Do – Check – Act).


7. Establish a countermeasures plan (cont.)

• Apply (a) temporary fix(es): - The problem, symptom or consequence: can resolve the situation, but only in the very short term, it does not eliminate it. - At failure point (BP): ensures that the problem does not propagate further in the process, but again, this doesn’t eliminate it. - To the potential cause: only prevents the failure from recurring, and yet again, that does not eliminate the problem.• Apply (a) permanent countermeasure (s): - To the root cause: solve the problem in the long term, so it eliminates the problem definitively


8. Measure the results

Procedure / advice

• Determine how the results will be measured. Identify an improvement target, go back to the losses caused by the problem. Check that the (or the) countermeasure (s) did not create negative effects on the system to which they been applied.• In many cases, the results can be followed a few weeks or months after countermeasures have been implemented and verified in order to validate the benefits and make sure of the maintenance.

9. Disseminate information

• Inform other concerned individuals that the problem has been addressed.• Share the learning experience and celebrate success at the end of information centers during the achievements broadcast period.• Question yourself where achievements could be applied elsewhere in the organization to maximize benefits.


The Practical Problem Solving (PPS) in a nutshell

Brainstorm


The Practical Problem Solving (PPS) in a nutshell (cont.)

Technique of the 5W vs. the PPS: why use them?

• Solve problems in a standard, simple and structured way as soon as possible without creating other problems or risks.• Stop the recurrence. That is, switching from a reactive mode (repetition of temporary solutions - trial / error) to a controlled mode. Identify and solve the root cause. Do not repair, improve rather!

When use them?

5W - When a problem has just occurred and the data is available, the breaking point is clear (BP) and the individuals concerned are present. Some (1-2) potential causes are then analyzed in depth.

PPS - When a problem occurs repeatedly (Problem analysis chart (TAP): Pareto) or only once, in the last few days or weeks. Requires more in-depth data collection (preparation: survey, data collection). The BP is not obvious. Several potential causes can be analyzed.

Note: The Production Analysis Table’s objective is to free up capacity -among other things - from the Andon principle (judgment of equipment).

The equipment may be in operation or not during the analysis.

At what levels are they used?

N3 (especially the 5P technique), N2 and N1 (especially the PPS).

workshop - blean-strategie.com

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