110019166 Practical Problem Solving

Practical Problem Solving

The Toyota Way Scott Davis Managing Partner Lean Associates, Inc. Lexington, KY 40517 All materials copyright Lean Associates, Inc. No part of this presentation may be copied or reproduced without written permission of Lean Associates, Inc.

“EVERYTHING we do is for the purpose of showing us where the problems are. We must constantly identify problems, find their causes, and solve them in order to improve for the long-term.” Toyota Trainer

Copyright Lean Associates, Inc. www.leanassociates.com

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When is the Best Time to Find a Problem? • Before it BECOMES a problem! • If you discover a potential problem you are able to take corrective action • Fire Prevention • If you discover a situation AFTER it is a REAL problem you can not prevent the problem • Fire fighting Copyright Lean Associates, Inc. www.leanassociates.com

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3

What We Are Trying To Do Core Philosophy: Elimination of WASTE (COST) (Increase the amount of value) Why we do it! How we do it!

Creating Continuous Flow

Surface Problems

Measure the Throughput Time How we know we did it! (Indicator Revision 9

of success)


4

Correct Flow of Lean Thinking  Purpose, Values, Philosophies (Beliefs) The things we are taught and believe  Principles and Concepts (Ideas and Way of Thinking) Thinking that orients our beliefs

 Strategies for execution (The approach to things guided by our principles and values) The method of executing our principles  Tactical (HOW to apply Lean Tools) The doing part (the solutions)


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5

P hilo s o p hy W as te E lim inatio n

P e rf o rm anc e Me as ure R e d uc e d L e ad T im e

P rinc ip le C re ate C o ntinuo us P ro c e s s F lo w

S trate g y C re ate I nte rd e p e nd e nt "C o nne c te d " P ro c e s s e s

L e an T o o ls K anb an, S up e rm arke ts , D e f ine d F I F O L ane s

R e s ult W as te is R e d uc e d !

Me tho d P ull S ys te m

R e as o n P ro b le m s are S urf ac e d Q uic kly and are C ritic al

C o ntro l Me tho d Utilize V is ual C o ntro ls s o T hat no P ro b le m s are Hid d e n

Effect P ro b le m s Mus t b e C o rre c te d Q uic kly Copyright Lean Associates, Inc. www.leanassociates.com

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The Four Step Process Step One: Find and Clarify the Problem – Understand the current situation – Set standards as the foundation for PPS – Surface the problems – Build consensus and alignment – Clarify goals and targets

Step Two: Find the Root Causes – Ask clarifying questions (when, where, how) – Narrow the focus – Brainstorm possible causes – Determine the most likely contributors – Determine the greatest actual contributors – Confirm the root causes


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The Four Step Process Step Three: Identify and Implement Countermeasures – Brainstorm countermeasures – Evaluate and prioritize countermeasures – Develop the Implementation Plan

Step Four: Confirm and Follow Up – Verify plan effectiveness – Modify implementation plan – Confirm the results – Standardize effective countermeasures – Develop Future Steps


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Why are we here? 1. Recognize the importance of Practical Problem Solving. – Purpose – Process – Payoff 2. Skills development: learn the Practical Problem Solving Process!


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Do we have problems? What are some of the “problems” you have here? •List problems on the board There are NO SHORTAGE of problems in ANY work area! •Can we SEE problems? – Accidents, near misses, defects, scrap, performance to schedule/budget, attendance??

Problem Solving skills are essential for all employees!


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Why use Practical Problem Solving? • Because “No Problem” is a problem!! • Problems are opportunities to learn and develop. • Hiding problems undermines the continuous improvement philosophy. • Solving problems is necessary for achieving our goals.


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The Goal The ultimate goal of PPS is not just to solve the problem at hand! The goal is to make problem solving transparent and teachable in order to create an organization of problem solvers. Copyright Lean Associates, Inc. www.leanassociates.com

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Problem Solving Opportunities Strategic Initiative

Strategic Initiative

Strategic Initiative

Project

Project

Project

Project

Very few big problems

Few medium sized problems

Project Many small problems


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Focus of the Problem Solving Method Problem Solving Opportunities (Large, Vague, Multiple Problems)

Point of Pain

Clarify the Problem Problem Defined Most Likely Contributors Five Whys? Investigation to Root Cause

Genchi Genbutsu Shugi = “principle of the real place and real thing”

Go and See Why? Why? Why? Why? Why?

Basic Cause/ Effect Investigation

DirectCause Cause

Root Cause

Countermeasure Share Best Practices Copyright Lean Associates, Inc. www.leanassociates.com

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Step 1: Find and Clarify the Problem


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Junk Words • • •

• •

•

It is a long way to the store How many blocks? ______ There are a lot of people waiting in line at Wal-Mart. How many people in line? ______ There are a lot of mistakes. How many mistakes are there? ______ It takes a lot of work to do lean activities. How many hours does it take each week? ______ We have a big problem with defects. How many defects is that? _______ These things take too much time to do. How much time do these things take per day? ______

Inspired by: Sammy Obara Revision 9


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The Four Step Process Step One Step One: Find and Clarify the Problem – Understand the current situation – Set standards as the foundation for PPS – Surface the problems – Build consensus and alignment – Clarify goals and targets



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How do we typically find a Problem?? Things are working well?

Yes

No

Yes

Don’t touch it! IDIOT!!

Does anyone know?

Yes

No Yes

No Can you blame someone else?

Have you touched it?

No

Will it blow up in your face? No Pretend you haven’t seen it

Yes Revision 9

No Problem


Understanding the Current Situation What is a Problem? Ideal Situation or

Standard Where you want to be.

Quantifiable

G A P

Problem

Current Situation Where you are now.


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Problem or Opportunity What do we do? Standard or Goal

KAIZEN ZONE The Problem

Actual Performance Problems MUST be corrected Kaizen is opportunity for improvement Copyright Lean Associates, Inc. www.leanassociates.com

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Criteria for Problem Definition What do we need for a problem to exist? 1. An Actual “Current Situation” 2. A Desired Situation (Goal or Standard) 3. A Gap between actual situation and goal 4. Extent of the problem – How long has the condition existed? – Is it getting better or worse? – What are the characteristics? (Consistent/Variable) Copyright Lean Associates, Inc. www.leanassociates.com

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Setting Standards: foundation for practical problem solving CURRENT SITUATION VS. STANDARD • Seek facts relating to when the standard is achieved and when it is not. • Define important details about the current situation vs. the standard situation. 

What’s different?



How often?



When is the problem



Where is the problem located

occurring (not occurring)? 

What’s changed?

(not located)? Find the POC 

When did it start?



What is the trend?


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Problem Relationships Higher cost is a result of poor operational capability, quality and service

COST

Why you do what you do, and who you do it for. •Right thing •Right time •Desirable products •Internal customers (others doing their jobs

CUSTOMER SERVICE OPERATIONAL CAPABILITY • Productivity • Efficiency • Equipment • People • Materials

QUALITY What you have to do well to provide service

• Defects • Scrap • Rework


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Surface the Problems Select Problems Using The 80/20 Rule 20 % of Problems

Lead To

80% of the Opportunity 80% of Problems

Lead To

20% of the Opportunity


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Surface the Problem Problem Identification Guidelines to Gather relevant facts:

 Go to the actual location where the problem is occurring (the GEMBA)  You MUST GO SEE for yourself (Genchi Gembutsu Shugi)  Get facts yourself by observing, don’t make assumptions  Do not rely upon data gathered by other individuals or reports


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Case Study Example: The Current Situation

• Actual: Average just over 3% paint defects • Standard: Less than 1% paint defects • Gap (Problem): Paint defects are 2% over the standard • Extent: Problem has been consistent for long-term (over 1 year) Copyright Lean Associates, Inc. www.leanassociates.com

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Case Study Example

• Rationale for solving the problem:  Defect is found after paint is cured and repair is more difficult.  Rework requires additional set-up of paint system.  Rework affects cost and delivery


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Team Exercise Part One: Surfacing Problems

• Let’s go “find” some problems – Look for “facts,” not feelings – Understand the current situation – 30 minutes – Go where the problem occurs – Select teams Copyright Lean Associates, Inc. www.leanassociates.com

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Exercise One Review • What did you see? • Did you see problems? • How do you know they were problems? • How do the things you saw prevent you from achieving desired results? Copyright Lean Associates, Inc. www.leanassociates.com

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Learning to Present your Thinking Using A3 Lean Associates, Inc. P.O. Box 5448 Berkeley, CA 94705 Copyright Lean Associates, Inc. www.leanassociates.com

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All materials copyright Lean Associates, Inc. No part of this presentation may be copied or reproduced without written permission of Lean Associates, Inc.

What is an A3?

• • • •

Communication tool Tool to develop logical thinking Provide a common language Way to organize vast amounts of information in concise format


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Typical A3 Report What’s Included 1. A clear reason for the report (story) 2. A clear presentation of facts, not opinions 3. An objective analysis of data 4. A specific, rational conclusion 5. Recommended actions: • Short term / Long term 6. Monitoring activity/ next steps /follow up Copyright Lean Associates, Inc. www.leanassociates.com

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A3 Thinking • Understanding Causality • Seeking Predictability • Ensuring Ongoing, Unending Learning


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What is the Story You are Telling? • An effective way to communicate is to tell a persuasive story


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36


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Case Example: Understand the current situation 1. Problem Statement

- Paint defects on the Powder Coat Line are 2% over the standard and

Actual Current Situation

have been for over 1 year Average just over 3% paint defects

Desired Situation (Goal or Standard)

Paint defects should be less than 1%

Gap between actual and desired

Paint defects are 2% over the standard

Extent of the problem

Problem has been consistent for long-term (over 1 year)

Rationale for solving the problem -Defect is found after paint is cured and is more -Rework requires additional set-up of paint system difficult to repair Other Comments - Rework has potential impact on customer delivery and increases cost


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Team Exercise Part Two: Build Consensus and Alignment • Complete the Problem Statement (section 1) of the A3 • Make sure you can verify the four criteria. • List the rationale for solving the problem. • List any other issues related to the problem. • 20 minutes


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Exercise Two Review • Each team share their problem with the other teams • Discuss and clarify the problems • Does everyone agree that– The problem is correctly defined – Facts were presented – The problem should be solved


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Clarify Targets and Goals • Target characteristics – Do What? (Improve/Increase or Reduce/Decrease) – To What? (Defects, productivity, cost, etc.) – How Much? (By a specific amount and get back to standard) – By When? (Set an aggressive date) Copyright Lean Associates, Inc. www.leanassociates.com

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Case Example: Clarify targets and goals

2. Target / Goal

20 09

6/

26 /

20 09

6/

19 /

20 09 12 /

00 9 6/

5/ 2

6/

20 09

5/

29 /

20 09

5/

22 /

20 09 15 /

00 9 5/

8/ 2 5/

4/

17 /

20 09 10 / 4/

00 9

26-Jun-09

1/ 2

By When

5/

2%

20 09

How Much

24 /

Paint Defects

4/

To What

20 09

Reduce

%

Do What

Paint Defect Reduction Target

3.5 3 2.5 2 1.5 1 0.5 0


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Team Exercise Part Three: Clarify Targets and Goals •Complete Section Two (targets and goals) of A3 •15 Minutes • Set Targets and Goals  Do What  To What  How Much  By When


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Exercise Three Review • Each team share their targets and goals with the other teams. • Discuss and clarify the targets and goals. • Does everyone agree that– The the targets and goals are appropriate for the problem – They are specific and measurable – Targets and goals are aggressive but realistic


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Step 2: Finding the Root Cause


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The Four Step Process Step Two Step One: Find and Clarify the Problem – Understand the current situation – Set standards as the foundation for PPS – Surface the problems – Build consensus and alignment – Clarify goals and targets



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Analysis to Find Root Causes

• The key to effective problem solving is to find the root cause(s) of the problem. • This step requires detailed study and observation! • This is where the majority of time is spent in problem solving. Copyright Lean Associates, Inc. www.leanassociates.com

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Finding Root Causes of Problems • “Root Causes” are things that are happening that lead to the problem. • Root Causes are at the bottom of every problem. • The Root Causes are often hidden from view. • Finding Root Causes requires digging. Copyright Lean Associates, Inc. www.leanassociates.com

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Watch out for traps • Not clearly understanding the needs of the organization or area • Not clearly stating the needs (defining the situation) • “Knowing” the “answers” prior to exploration • Just listing the “problems” and “getting started doing something” • Jumping from “problem” to “solution” without clear understanding and analysis • Putting too much on the “to do later” list and not doing enough now

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Copyright 2003 Lean Associates, Inc. 859-552-5326


Steps to finding the Root Causes of a Problem 1. Ask Clarifying Questions: What, when, where or how the problem happens 2. Narrow the focus 3. Brainstorm Possible Causes 4. Determine Most Likely Contributors (develop your theory) 5. Determine Greatest Actual Contributors (conduct your experiment) 6. Confirm the Root Cause. Copyright Lean Associates, Inc. www.leanassociates.com

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Narrowing Focus L A R G E P R O B L E M Many Possible Causes Most Likely Causes Point of Cause 5 Why Process Root Causes


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Copyright 2005 Jeffrey K. Liker and David Meier

Ask Clarifying Questions: Where to Look for Root Causes

Point of Cause

The Point of Cause may not be at the Point of Occurrence

Point of Occurrence

Where the problem physically occurs

Point of Recognition

The problem is often detected at a later time. The worst is when it is at the customer.


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Relationship of Problem/Symptom/Cause PROBLEM (Virus)feel well) (Don't

THESE SYMPTOMS EXIST

AS A RESULT OF THE PROBLEM

ANALYSIS LEADS TO

(Aches and Fever)

ROOT CAUSES


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Copyright 2005 Jeffrey K. Liker and David Meier

Relationship of Problem/Symptom/Cause SYMPTOMS:

PROBLEM

Quality Issue Causes

(Reduced Efficiency)

AS A RESULT OF THE PROBLEM

Increased Cost, Poor Customer Service

Therefore

Quality (Errors and Omissions)

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Copyright 2007 Lean Associates, Inc. 859-552-5326


Examples: What/Where/When • Machines, equipment and tools Precision Reliable and Repeatable Cycle time fast enough (too fast) Correct settings Fixtures / Tooling • Any other issues like hitting things with a hammer to get them into the machine. Copyright Lean Associates, Inc. www.leanassociates.com

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Examples: What/Where/When • Environment (Workplace Layout) Lighting Temperature Work Position (Reaching / Overhead) Extreme Effort Noise • Any other issues like extra effort or difficulties with work. Copyright Lean Associates, Inc. www.leanassociates.com

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Examples: What/Where/When • Work Method and Procedures Standard method defined and followed Correct pace Over-processing Evidence of correction or rework • People (Man) Skills and Training Absenteeism Turnover


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Examples: What/Where/When • Materials, parts, products Incoming quality Size, shape, tolerances Material shortages, or outages Extra effort required to “make parts work”


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Narrow the Focus using Data Problem Tracking Data Collection Sheet Problem: Paint Defects on the powder coat line are 2% over the standard Why? Quantity of Surging defects is high Reason: Need to brainstorm possible causes for surging

Possible Causes for Problem

Paint Surging (Splatters)

Heavy Paint

Thin Paint

Contamination

Frequency

Total

17

5

12

2


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Other

6

Narrow the Focus (Closing the Gap) 20 % of Causes (Critical Few)

Lead To

80% of the Gap 80% of Causes (Lots of Miscellaneous) Lead To

20% of the Gap Copyright Lean Associates, Inc. www.leanassociates.com

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Other

Contamination

Heavy Paint

Thin Paint

18 16 14 12 10 8 6 4 2 0

Analysis of Paint Defects by Type

Paint Surging (Splatters)

# Defects

Case Example: Narrowing the Focus


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Brainstorm Possible Causes • “Go and See” to completely understand. • Develop possible causes based on experience (educated guesses) and observation. • Group and Organize (Example:4 M’s 1 E) • After Brainstorming, clarify to ensure complete understanding (list then clarify).


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Case Example: Brainstorm Possible Causes Defect Rate in Powder Paint

Why?

Paint Surging (Splatter) Why? Man

Method

Machine

Material

Environment

Lack of Training

Operator Technique

Worn Gun

Paint Clumps

Poor Lighting

Don’t Care

Motion Up Down

Set Up Wrong

Wet Powder

Faraday Trap

Side to Side

Hose Kink

Defects on Parts

Mask and Suit

Wrong Hose

Dirt in Parts

Worn Venturi Pump Worn Copyright Lean Associates, Inc. www.leanassociates.com

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Brainstorm Possible Causes Brainstorming Worksheet Problem Statement: Possible Causes:

List all possibilities without judgement

People

Method

Material


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Team Exercise Part Four: Brainstorm Possible Causes • Brainstorm Possible Causes for the Problem • Use the brainstorming worksheet as a guide • “Go and See” to make sure you are not missing any possibilities. • Use your knowledge and previous experience to gather ideas. • Narrow, group, and organize your ideas. • 40 minutes Copyright Lean Associates, Inc. www.leanassociates.com

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Exercise Four Review • Focus review on the brainstorming process rather than specific causes generated. • What were the challenges of brainstorming? • What were the benefits? • Discuss any main ideas generated by brainstorming. • Don’t review every item- just some of the more surprising or perhaps previously unknown ideas that you believe warrant further investigation. Copyright Lean Associates, Inc. www.leanassociates.com

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Determine the Most Likely Contributors Based on your facts, narrow the list of possible causes and decide on three (3) items you consider to be the “Most Likely Contributors”. • Narrow the focus based on actual results. • Use “logic”-do the results make sense? • Look for consistency/variability: can we isolate the cause? • Are we closing the gap between Point of Recognition and Point of Occurrence? • “Consensus Rules” in making decisions. Copyright Lean Associates, Inc. www.leanassociates.com

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Determine the Most Likely Contributors To determine “Greatest Actual Contributors” investigate the Most Likely Contributors further: – We must PROVE or DISPROVE through experimentation. – We can always change our theory if we prove these are not actual contributors.


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Determine the Most Likely Contributors: The Scientific Method • Observation – Go see problem at the point of occurrence • Theory – Ask what, when, how, and who to find possible causes

• Hypothesis – Identify what you believe are the Most Likely Contributors

• Experiment – Conduct experiments to verify Most Likely Contributors are ACTUAL causes

• Results – Evaluate and verify Greatest ACTUAL Contributors • Conclusions – Prove or disprove your theory and hypothesis based on results of experiments Copyright Lean Associates, Inc. www.leanassociates.com

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Why Experiment To Prove Theories? The Culture of Problem Solving • Galileo gravity experiment

Which falls faster?


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Example of Worksheet Most Likely Contributor Selection Worksheet 1. Review list of Possible Causes. 2. Combine any items that are the same or similar 3. Clarify any items to ensure all members understand the meaning 4. Use a voting method to decide which are the 3 Most Likely Contributors 5. Select items that happen most often or contribute the most to the gap (problem) Most Likely Contributor #1

Why do you believe this is a Most Likely Contributor? (List any obsevations or data)

What ideas do you have to prove that this is an actual contributor to the problem?


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Case Example: Determine Most Likely Contributors • Determined that the defect is actually a clump of paint on the surface (not contamination). • Found that the hoses and venturi were in specification. • Faraday Trap is inside corners and defect is on the outside of parts. • Tested up-down motions and could not duplicate problem. • Tested old and new guns- no difference. • Operators showed concern and desire to solve problem. Copyright Lean Associates, Inc. www.leanassociates.com

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Case Example Continued: Process of Elimination Defect Rate in Powder Paint People

Method

Machine

Material

Workplace

Lack of Training

Operator Technique

Worn Gun

Paint Clumps

Poor Lighting

Don’t Care

Motion Up Down

Set Up Wrong

Wet Powder

Faraday Trap

Side to Side

Hose Kink

Defects on Parts

Mask and Suit

Wrong Hose

Dirt in Parts

Experimentation allows us to prove or disprove our theories.

Worn Venturi Pump Worn


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Most Likely Contributors: Team Exercise Part Five • Use the Most Likely Contributor Worksheet as a guide. • Narrow your list of Possible Causes to three (3) items that have a high likelihood of being actual contributors to the problem. • List your thinking as to why you believe your selections are Most Likely Contributors (theory). • List any ideas to prove your thinking (hypothesis) • 20 minutes


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Exercise Five Review • Focus review on the selection process used to narrow to the Most Likely Contributors • Do the reasons listed sound reasonable?


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Go See and Experiment: Determine the Greatest Actual Contributors Defect Rate in Powder Paint Method

Machine

Operator Technique

Set Up Wrong

Point of Occurrence

Go to the Point of Occurrence and experiment


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Factors to Verify With Experiments • Operator Technique Theory  Excessive “wiggling”  Rapid movement

• Incorrect Equipment Set Up Theory  Air Pressure High/Low  Powder Flow High/Low  KV Setting High/Low  Fluidization of Powder


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Results of Experiments Set Up Test Air Pressure

KV

Powder

Result

+ 10 PSI

No Change

No Change

No Problem

+ 20 PSI

No Change

No Change

X Problem

+ 20 PSI

+ 2.O

No Change

X More Problem

+ 10 PSI

+2.O

No Change

X Problem


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Case Example: Greatest Actual Contributors

3. Cause Analysis Method Spraying Technique

Greatest Actual Contributors (Top 3)

Set-Up Air Pressure Setting too high

Set-Up KV Setting too high

Why?

Why?

Why?

Root Causes


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Team Exercise Part Six: Greatest Actual Contributors • Go to the workplace to observe the Most Likely Contributors • Determine experiments to prove Greatest Actual Contributors Conduct experiments if possible. • Complete section 3 (Cause Analysis) of the A3 to this point (Greatest Actual Contributors only) • Don’t try to identify ROOT CAUSES at this time! • 30 minutes Copyright Lean Associates, Inc. www.leanassociates.com

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Exercise Six Review • Each team: – Share their process with the other teams. – Explain the 3 Greatest Actual Contributors and why they were chosen (results of your experiments).

• Does everyone agree on the following items: – The logic from the problem to the Greatest Actual Contributors makes sense? – The team should pursue these actual contributors through root cause analysis? Copyright Lean Associates, Inc. www.leanassociates.com

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Confirm the Root Cause: Five Why Investigation • Why did that happen?

Therefore!

• Why did that happen?

Therefore!


Therefore!


Therefore!


Therefore!

Root Cause

 Work backwards from the root cause to the problem statement saying “Therefore” between each “Why” statement  If you can proceed logically from the last “Why” statement to the problem statement, the process was done correctly Copyright Lean Associates, Inc. www.leanassociates.com

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Case Example: Confirm the Root Cause Defect Rate in Powder Paint

Why?

Paint Surging (Splatter)

Why? Spray Technique

KV Setting High

Air Setting High

Why? Rapid Movement

Incorrect

Incorrect

Setting

Setting

Why? Cause

Cause

Cause

Cause

Cause

Why? Keep digging to get to root causes! Copyright Lean Associates, Inc. www.leanassociates.com

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Why ask “why” 5 times If you stop short, you have only detected a partial cause and not a “root” cause For example: In the old Cavalry days a battle on the frontier was lost • The general at the time only asked “why” one time and he was told “because our soldiers became dismounted from their horses” • He immediately ordered his men to undergo rigorous “riding” remedial training


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Why ask “why” 5 times • If the general knew about 5 Why Analysis and had asked “why” a few more times, he would have discovered: • Why did the soldiers become dismounted? – Because the horses were going lame • Why were the horses going lame? – Because they were throwing a horse shoe • Why were they throwing a shoe? – Because they only had 3 of the required 5 nails installed • Why were there only 3 nails installed? – Because the blacksmith ran out of nails and spread the remaining nails as far as he could

By not asking enough “Why’s” the action taken didn’t address the true root cause.

85


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Common “Five Why” Mistake Problem Statement: The defect rate is over goal Why? Too many defective parts Why? Parts are assembled incorrectly Why? Operator error Why? Parts don't align correctly Why? Poor design Why? Root Cause?? Designer didn't design correctly

• The “root cause” points responsibility to someone else. • It may be true, but it does not help us solve the problem. • The “root cause” can’t be corrected. Copyright Lean Associates, Inc. www.leanassociates.com

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Effective Root Cause Analysis Problem Statement: The defect rate is over goal Why? Too many defective parts Why? Parts are assembled incorrectly Why? Operator error Why? Parts don't align correctly Why? Parts can be oriented incorrectly Why? Root Cause?? No error proofing device

• We can correct the root cause. • The solution is obvious! Copyright Lean Associates, Inc. www.leanassociates.com

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Case Example: Confirm Root Cause

3. Cause Analysis

Greatest Actual Contributors (Top 3)

Method Spraying Technique

Set-Up Air Pressure Setting too high

Set-Up KV Setting too high

Why? (Does spraying technique cause splatter?) Why? (Is the air pressure set high?) Someone set incorrectly Gun moved rapidly causes paint to surge

Operator believes that moving back and forth

Why? (Is the KV setting high?) Someone set incorrectly Why? (Did someone set incorrectly?) Why? (Did someone set incorrectly?) It is not clear what the correct setting is It is not clear what the correct setting is Why? (Is the setting not clear?) Why? (Is the setting not clear?) Proper setting not marked on the Proper setting not marked on the gauge gauge

increases coverage

Root Causes

Why? (Is the gun being moved rapidly?) Operator uses a wiggling back and forth motion Why? (Does the operator use this motion?)


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Team Exercise Part Seven: Confirm the Root Cause • Continue asking “Why?” to find root cause. • Confirm that you have found the root causes (Can you make the problem occur or stop?) • Test using the “therefore test”. • Complete the Cause Analysis (section 3) of the A3. • Show any information related to the root cause analysis. • Highlight the root causes identified.


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Exercise Seven Review • Each team share their root cause analysis with the other teams. • Explain the “Five Why” process used to verify the root causes. • Does everyone agree that– the logic of the Five Why’s make sense? – the root causes have been verified and proven?


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Wrap Up Step Two • HOMEWORK: • Work on previous team assignments. Complete or update sections 1, 2, and 3. • Do you need to conduct any experiments? • The Facilitator will be available for coaching. • Questions? Copyright Lean Associates, Inc. www.leanassociates.com

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Step 3: Identify and Implement Countermeasures


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The Four Step Process Step Three Step Three: Identify and Step Four: Confirm and Implement Countermeasures Follow Up – Brainstorm countermeasures – Evaluate and prioritize countermeasures – Develop the Implementation Plan

– Verify plan effectiveness – Modify implementation plan – Confirm the results – Standardize effective countermeasures – Develop Future Steps


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Brainstorm Countermeasures • Problems are never truly “solved”, they are merely kept in control (minimized). • This control is called a countermeasure. • The countermeasure must be used constantly to control the problem and remain effective. • Failure to use the proper countermeasure will allow for reoccurrence (defects). • There is no “absolute” countermeasure. Copyright Lean Associates, Inc. www.leanassociates.com

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Brainstorm Countermeasures • • • •

Emphasize quantity over quality. Suspend judgment-let ideas flow. Let one idea build upon the next. Record ideas rapidly for as long as you can without stopping. • The Rule: The countermeasures must relate to the problem!!


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Evaluate Countermeasures Countermeasure(s) should always be evaluated on their ability to achieve your target/goal. • They should be effective: – Can you test the countermeasure? – Will this countermeasure be enough to achieve the target/goal?

– Will this countermeasure prevent recurrence of the problem? Copyright Lean Associates, Inc. www.leanassociates.com

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Evaluate Countermeasures They should be feasible. • To Determine how feasible the countermeasure may be, ask the questions: – Can it be done by the team? – Can it be done now? – Is it low cost?

– Must it be done by outside resources? – Will management/others buy into the solution?


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Evaluate Countermeasures They should have impact! • Ask what impact might this countermeasure have on: – Other processes and people? – My job? – My team?

– Other operations? – The company as a whole?

• Will the countermeasure create “new” problems?


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Prioritize Countermeasures High

Potential Value

 “High Priority” o Second wave

 First Priority “Just Do Its” o Evaluate these first & implement ASAP 

 “Defer”

 Second Priority  “Just Do Its”

o Evaluate later

o Second wave

Prioritized list of ideas to be further evaluated

Low Difficult

Easy

Ease of Implementation

o o o

Operational Risks (irreversible?) Need for capital Timing/resources required Copyright Lean Associates, Inc. www.leanassociates.com

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Prioritize Countermeasures Keep both a short term and a long term perspective in mind. •Short Term Countermeasures – What can fix the problem immediately? – Does it help achieve the target or goal? – Implement Short Term Countermeasures while developing Long Term Countermeasures.

•Long Term Countermeasures – Offer the best combination of results. – Does it really deal with the root cause of the problem? – Does it really achieve your target or goal? – Will it prevent recurrence of the problem? Copyright Lean Associates, Inc. www.leanassociates.com

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Case Example: Evaluate and Prioritize Countermeasures

4. Countermeasures Testing showed that it is possible to recognize the defect at the point of occurrence. Developed spot check procedure Short-Term (Temporary) Mark gauges with correct settings Implement process confirmation of gauges 4 times per shift by line leader Long-Term (Permanent): Use JI to re-instruct operators correct spray speed, distance, etc. Build in Spot Inspection at paint booth to prevent defect from going into oven. Repair can be made easily at paint booth. Put lock on gauge setting to prevent changing without line leader awareness


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Develop the Implementation Plan In the Problem-Solving Process, effective implementation cannot be assumed. Proper planning IS REQUIRED.

• Develop a Plan to implement countermeasure(s) – Define necessary actions • List actions required • Sequence of actions required – Specify who will do what, when, and where – Test your thinking.


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Develop the Implementation Plan  Evaluate the Implementation Plan  Ask “what if?” to anticipate problems with the plan (Impact)  Critical areas to question/validate include:  Tight deadlines  Costs  Unclear responsibilities  Possible adverse reaction  Commitment by others to follow through

 Modify the plan if necessary  Communicate the Plan  Use the A3 format.  Discuss with management, peers, and others affected

 Execute the Plan Copyright Lean Associates, Inc. www.leanassociates.com

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Case Example: Develop the Implementation Plan

5. Implementation Plan What will be implemented

Who

When

Where

Status

Behind 1 Color gauge face green showing proper setting range

Kora S

4/30/2009

Paint Booth

Complete

In front of 2 Develop visual cards indicating gauges checked 4 times per shift

Kim M

5/5/2009

Paint Booth

Complete

3 Add spot inspection of problem area into standard work

Michael M

5/5/2009

Paint Booth

In Process

4 Install lock out on gauges

Matthew M

5/20/2009

Gauges

Scheduled

5.


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Team Exercise Part Eight: Evaluate & Prioritize Countermeasures; Develop Implementation Plan • Identify potential countermeasures (short-term and long-term) • If possible, test effectiveness of temporary countermeasures. • If a problem can’t be stopped, can it be controlled? (Example: presort incoming material so that defects don’t get to the line) • Prioritize countermeasures and complete “Countermeasures” (section 4) of the A3. • Complete the “Implementation Plan” (section 5) on the A3. Define necessary actions List the actions required Sequence of actions required Specify who will do what, when, and where • 30 Minutes


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Exercise Eight Review • Each team share their countermeasures and implementation plans with the other teams. • Explain how the countermeasures were determined and prioritized. • Share the results of any tests. • Use the A3 to show the plans.


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Step 4: Confirm and Follow Up


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The Four Step Process Step Four Step Three: Identify and Implement Countermeasures – Brainstorm countermeasures – Evaluate and prioritize countermeasures – Develop the Implementation Plan

Step Four: Confirm and Follow Up – Verify plan effectiveness – Modify implementation plan – Confirm the results – Standardize effective countermeasures – Develop Future Steps


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Verify Plan Effectiveness • Monitor the progress of the implementation plan • Was the implementation plan completed? –Was the target or goal achieved? –Is it necessary to go back to identify additional countermeasures? Copyright Lean Associates, Inc. www.leanassociates.com

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Verify Plan Effectiveness

• Verify the effectiveness of the countermeasures –Did the countermeasures effectively control the root causes? –Has the problem been controlled? Copyright Lean Associates, Inc. www.leanassociates.com

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Modify Implementation Plan • Evaluate results • Was the experiment successful? • Decide upon appropriate action(s) • Modify implementation plan if necessary  Select new Countermeasures


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Confirm the Results • Countermeasures only control the causes of problems • They must be constantly applied to prevent recurrence of a problem • Countermeasures must be regularly confirmed to make sure they are still in place and being followed


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Confirm the Results • Identify what must be monitored • How will it be checked? • Identify the frequency to check • Who will be responsible? • How will you make it visible so that everyone knows the countermeasure is working?


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Confirm the Results: Follow Up and Tracking


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Confirm the Results: Countermeasure Follow Up & Tracking


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Standardize Effective Countermeasures

• Build countermeasures into the standard work • Make countermeasures visual and easy to see and confirm • Apply error proofing thinking so that countermeasures can not be omitted


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Case Example: Confirm and Follow Up

6. Follow-Up and Verification

Weekly Number of Paint Surge Defects

Check Method Visual check of gauges and confirm inprocess inspection

Check Frequency Once at start of shift and any time the problem is detected

Who will Check? Line Leader will check and will turn process confirmation card over to indicate that the check has been complete


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Develop Future Steps 1. Wrap up any remaining items 2. Request for assistance for issues outside control 3. Hand off responsibility for problem to owners – –

Sustaining Countermeasures Continuous Improvement

4. What problem will be tackled next? –

Ensure alignment and agreement Copyright Lean Associates, Inc. www.leanassociates.com

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Develop Future Steps: The Art of “Hansei”

• “Hansei” means deep reflection and self learning. – build on past success/learn from failures – What did not work according to plan? Why? – What will you change next time?


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Case Example: Develop Future Steps

7. Future Steps and Recommendations Currently the team needs to continue to monitor the results and verify the countermeasures. One countermeasure remains to be implemented and is scheduled. Line Leader will have daily responsibility to confirm countermeasures and to confirm any time the surging defect occurs. The Team plans to go back and work on the thin paint issue which is the next highest defect category


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Confirm and Follow Up: Final Team Exercise • As a group, discuss what might be required to complete section 6 (Follow Up) of the A3 report. – Will it track progress to the target set in section 2 of the A3? – Identify who will check, how, and when will results be tracked and reported?

• Discuss how we might complete Future Steps and Recommendations (section 7) of the A3 report. – List any recommendations needed to further reduce the problem (help from others, etc.) – How will we do Hansei? Based on our learning, discuss what you would do differently next time and why.

• 20 minutes


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A3 Example


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Wrap up and Report Out • Present A3’s to management team. • Share your thoughts on the class – Lessons Learned – Benefits

• What you will do next? What now? What will we do TOMORROW? • How can we transform from Externally Driven to Internally Focused? • How will we support each other? Teach others?


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110019166 Practical Problem Solving

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