5 Why Training Slides Oct 14, 2009
- 2. 5 Why TrainingIntroduction to SystematicProblem Solving
- 3. Code of Conduct Arrive to Training on Time and Keep to Time Schedule
- 4. Listen to Everyone's Opinion with Respect
- 5. Keep an Open Mind
- 6. Respect and Support Team Roles
- 7. Stay in the Meeting while Others are Talking
- 8. Turn Off Mobile Phones (Put on Silent as a Minimum)
- 9. Have Fun!AgendaINSTRUCTOR: John F. Petak7:00 am - 7:30 am Introductions / Review the Current Situation7:30 am - 8:00 am Introduction to TOPS 8D8 :00 am - 8:20 am Individual Exercise - “ Puzzle ”8:20 am - 8:50 am Defining Problems8:50 am - 9:00 am Break9:00 am - 9:30 am Introduction to 5 Why’s 9:30 am - 10:10 am Team Exercise – “ Albatross ”10:10 am - 10:50 am Team Exercise – “The Real World”10:50 am - 11:00 am Wrap Up / Feedback
- 10. Father of Just In Time ManufacturingDo you know his name?
- 11. “If you don’t ask the right questions, you don’t get the right answers. A question asked in the right way often points to its own answer. Asking questions is the ABC of diagnosis. Only the inquiring mind solves problems. “Why?6
- 13. What is a Problem?According to WEBSTERS Dictionary:A Problem is a difficult or perplexing question or issue; a question posed for consideration, discussion or solution.In Lean Manufacturing:A Problem is a gap between the current condition (what is) and the desired condition (what should be) and the CAUSE for the gap is unknown.8
- 14. What is a Cause?According to WEBSTERS Dictionary:A Cause is a reason for an action or condition; something that brings about an effect or resultIn Lean Manufacturing:A Cause is a factor that immediately precedes the problem and always produces it. For a factor to be a Cause, it must also be capable of producing the problem by itself9
- 15. Why 5 Whys?By repeatedly asking the question “Why?”, you can peel away the layers of symptoms and identify the Root Cause of the problem.
- 16. A Root Cause is an Identified Reason or Source for the presence of a Defect or Problem
- 17. Once a Root Cause is identified and corrected, prevention of the recurrence is possible.10
- 18. Benefit of 5 WhysPoints to the Root Cause of the Problem
- 19. Highlights the relationship between several potential Root Causes of a Problem
- 20. Allows for rapid problems solving without the use of Statistical ToolszzZZ?zzZZ?zzZZ?zzZZ?zzZZ?WHY?WHY?WHY?WHY?WHY?WHY?WHY?WHY?WHY?WHY?WHY?WHY?WHY?WHY?WHY?11
- 21. The 5 Why ProcessWrite Down the Specific Problem- Helps you define it completely- Focuses the team on the same problemAsk WHY the Problem happened and write down the AnswerIf the Answer is not the Root Cause, Ask WHY the Answer happened and write down the new AnswerRepeat Step 3 until the team agrees that the Root Cause has been identified. - May take more or less than 5 Whys- Keep asking until you can no longer answer12
- 24. 5 Why ExamplePROBLEM STATEMENT: MY CAR STOPPED WORKING ON THE WAY TO WORK 1. WHY DID YOUR CAR STOP WORKING?BECAUSE IT RAN OUT OF GAS2. WHY DID YOUR CAR RUN OUT OF GAS?BECAUSE I DIDN’T BUY ANY GAS THIS MORNING3. WHY DIDN’T YOU BUY ANY GAS THIS MORNING?BECAUSE I DIDN’T HAVE ANY MONEYBECAUSE I LOST IT ALL LAST NIGHT IN A POKER GAME4. WHY DIDN’T YOU HAVE ANY MONEY?5. WHY DID YOU LOSE ALL YOUR MONEY IN A POKER GAME LAST NIGHT?BECAUSE I AM NOT GOOD AT BLUFFING WHEN DON’T HAVE A GOOD HANDSOLUTION: QUIT PLAYING POKER OR LEARN HOW TO BLUFF… 15
- 25. 5 Why ExamplePROBLEM STATEMENT: Pizza Delivered Cold1. Why was the pizza cold?It sat in the bag too long2. Why was it in the bag too long?The driver got lost3. Why did the driver get lost?He did not know the directionsHe did not have a map 4. Why did he not know the directions?5. Why did he not have a mapThe Pizza company ran out of themSOLUTION: Buy more maps and issue them to all drivers16
- 26. 17Flying Horses?
- 28. How Does Trust-Mentor Currently Solve Problems? 19
- 29. Roadblocks to Effective Problem Solving Problem described incorrectly
- 30. Problem Solving effort rushed through
- 31. Poor Team Participation
- 32. Lack of Technical Knowledge
- 33. Poor Management Support
- 34. Potential Caused misidentified as the Root Cause
- 35. Corrective Action not implemented 20
- 37. MATERIAL
- 38. MACHINE
- 39. METHODS
- 40. MEASUREMENT OTHER INFLUENCES CAN BE: MANAGEMENT (POLICES)
- 41. MONEY
- 42. ENVIRONMENTALThe 5 Ms21
- 43. The 5 Why ProcessBenefits: Easy to learn and Easy to use
- 44. A systematic approach
- 46. Non-blaming and Non-judgmental
- 47. A team approachWeaknesses:Tendency to stop short of true root cause
- 48. Limited to current knowledge
- 49. Results are not always repeatable22
- 50. 235 Why - Real World Exercise