Introduction_to_Quality_Problem_Solving.pptx
- 2. Please note.. 2 This module can be used in sensitizing engineer about Problem solving Tools and techniques of problem solving Using standard templates for a variety of techniques At places , suitable web sites/portals are given for additional information/use
- 3. Watch this TED talk “You don’t have to be an expert in solving problems “ by Tapiwa Chiwewe https://www.ted.com/talks/tapiwa_chiwewe_you_don _t_have_to_be_an_expert_to_solve_big_problems?la nguage=en Tapiwa Chiwewe discovered that nearly 14% of all deaths worldwide in 2012 were caused by household and ambient air pollution. Chiwewe and his team developed a platform that uncovers trends in pollution and helps city planners make better decisions. "Sometimes just one fresh perspective, one new skill set, can make the conditions right for something remarkable to happen," Chiwewe says. 3
- 4. Types of Quality Problems 4 Conformance problems: Problems with standardized inputs, processes and outputs Unstructured performance problems: Systems/processes that are not well specified by standards. Sales below budget is an example Efficiency problems; Cost efficiency etc. These are driven by employees rather than customers Product design problems: From customers point of view, fail to satisfy customer needs Process design problems :Development of new process and revision of existing processes, new product may dictate new process Source: Smith Gerald, Quality problem solving, 1998, Prentice Hall
- 5. Problem solving functions 5 Problem identification Problem definition Diagnosis Alternative generation
- 6. Problem Solving How to Know that there is a problem? Diagnostics? Analysis Interpretation
- 7. Problem Solvers Self- negating/despairing type “Someone else’s fault” type Ostrich Type QC Problem solving type
- 8. What is a QC approac h? VIEWS PROBLEMS AS “OPPORTUNITY “ FOR IMPROVEMENT FOCUSES ON CONTINUOUS IMPROVEMENT THRU PDCA LOOKS FOR QUANTIFICATION LOOKS FOR TRENDS/PAST DATA TO SUPPORT ANALYSIS IN A GROUP MODE IMPLEMENTATION AND AGAIN LOOK FOR OPPORTUNITIES FOR IMPROVEMENT
- 9. Benefits of QC approach Review activities & plans for future Useful information to other groups/individuals Report constitutes a concise record of the activities- accumulative experience- Part of knowledge management ? Encourages group’s team spirit Promotes confidence and also commitment Improves people’s ability to use the right tool for right purpose
- 10. Basic Tools Kaoru Ishikawa developed seven basic visual tools of quality so that the average person could analyze and interpret data. These tools have been widely used by companies, managers of all levels and employees. Source : https://asq.org/quality-resources/seven-basic-quality-tools
- 11. Simple tools 11 Histogram Run-chart Pareto-chart Flowchart Cause-effect diagram Scatter diagram Control chart
- 12. Characteristics Simple and easy to use tools Requires very little training Operated at the shop floor level Motivates quantitative orientation and h e l p s in promoting “MANAGEMENT-by-FACT and DATA” Cast in PDCA cycle
- 14. Simple tools..2.. Pareto-chart Flow-chart 14 Type X Input Within Spec? Process Output adjust Yes No
- 15. Simple tools..3.. Scatter Diagram Cause-effect diagram 15 Y X effect Cause b Cause a Cause d Cause c
- 17. Example : Histogram for Student feedback This was part of TQM assignment done by students
- 18. 10 20 30 40 50 60 70 80 90 100 Percentage of items Percentage of dollar value 100 — 90 — 0 — Class C Class A 80 — 70 — 60 — 50 — 40 — 30 — 20 — 10 — Class B Example : Pareto chart for inventory of items
- 19. Example : Cause and effect diagram This was part of TQM assignment done by students
- 20. Role of QC tools 20 Express verbal data diagrammatically Make information visible Organize information intelligibly Clarify overall picture and fine details Get more people involved
- 21. 21 Presentation/dissemination Implementation Monitoring Share the success Solution Problem results Deliberate to identify possible bottlenecks Problem Analysis Cause and effect Data collection and analysis, Use simple QC tools Problem Identification List alternatives Brainstorm Arrive at shared view Training & Sensitization Group processes Data collection Problem analysis Organization 8-10 members Meet regularly Quality Circles
- 22. Remarks.. 22 Quality circle members meet regularly Identify areas of concern Suggest improvements through Kaizens
- 23. Concept of Kaizen ..1.. 23 Imai has brought together various management theories, philosophies and tools that have been popular in Japan over the years, as a single concept, Kaizen. There are many quality experts, whose principles formed the basis of the Kaizen concept. Kaizen means continuous improvement involving everybody.
- 24. Concept of Kaizen ..2.. 24 The term Kaizen originates from the Japanese words, ‘Kai’ that means change, whereas, ‘zen’ means for the better, therefore, it means ‘change for the better’. It signifies constant and gradual improvement, no matter how small it is. It should be taking place all the time in every process, involving everyone from all the ranks of management and the workforce.
- 25. Concept of Kaizen ..3.. 25 In brief, Kaizen includes: Total employee involvement starting from top management; Empowering people; Listening to them; Instilling confidence in them; Promoting zero/low investment improvements; and Focus on efforts rather than results Process of involving all is very important
- 26. Perspective on Kaizen 26 A selection of better means or a better method for achieving an objective An accumulation of small changes. A corrective action under constraints. Source: https://www.kaizen.com/what-is-kaizen.html
- 27. Kaizen techniques 27 KAIZEN techniques consists of the following steps: Identifying problem (s) Examining the problem (s) Finding ideas to solve the problem (s) Developing selected proposal (s) Implementing the proposal (s)
- 28. Remarks 28 Quality Circle Forum of India (QCFI) is a professional body with a mandate of popularizing the concept of Quality circle. Visit their web site to know their training programmes and other activities www.qcfi.in Read this article : https://qcfi.in/10-things-to-avoid-during-a- kaizen/ Insightful and highly engaging 10 books on Kaizen http://insights.btoes.com/business-transformation-opex/lists/the- best-10-kaizen-books https://qcfi.in/qcfihq/store /
- 29. Examples.. 29 Sn Theme Mechanisms Examples 1 Cutting costs Involve employees for reduction in costs, ask for suggestion s from cross section , Install incentive schemes Read more at: https://yourstory.com/2014/07/kaizen Reduction in energy costs, product development cost, inventory levels 2 Product & Service Innovations Observe pain and gain points, look at the competitors, get voices of customer to be heard Read more at: https://yourstory.com/2014/07/kaizen New Product, alternatives uses of product 3 Improve quality Analyze customer complaints and feedback, analyze failure data Read more at: https://yourstory.com/2014/07/kaizen Reduction in failure costs, reduction in customer complaints, Increase in customer recommendations
- 30. Other templates for problem solving 30 8D PDCA DMAIC
- 31. Problem Solving 31 Problem Solving: Typically involves a methodology of clarifying the description of the problem, analyzing causes, identifying alternatives, assessing each alternative, choosing one, implementing it, and evaluating whether the problem was solved or not. 8D, PDCA, DMAIC
- 32. 8 D 8D means Eight Disciplines It is a methodology used for solving problems 8D also refers to the form that is used to document the problem and resolution Also called 8-D Report Corrective Action Report 32 The US Government first ‘standardized’ the system in Mil-Std-1520 “Corrective Action and Disposition System for Nonconforming Material” Mil-Std-1520 - First released: 1974 1986 Last Revision was C of 1986 1995 Cancelled in 1995
- 33. 33 8D 8D is a structured approach to solving problems Fact Based Data Collection & Analysis Tests progress and results Verify & Validate Documented History – An information database Anticipate future problems Prevent recurrence Source : https://asq.org/quality-resources/eight-disciplines-8d
- 34. 34 8D - Various stages D0: Recognize the Problem D1: Establish the Team D3: Determine and Implement Containment Actions D2: Describe the Problem Identify Potential Causes Select Likely Causes Identify Possible Corrective Actions Root Cause? D5: Choose & Verify Corrective Actions D6: Implement & Validate Corrective Actions D7: Prevent Recurrence D8: Congratulate the Team Yes No D4:
- 35. PDCA approach ..1.. improvement Watch YouTube : http://www.youtube.com/watch?v=wE7EXRKYKy0 1. Plan Identify problem Develop plan for 2. Do Implement plan on test basis 3. Study / Check Is the plan working 4. Act Institutionalize improvement Continuecycle
- 36. PLAN WHAT WHY WHO WHEN WHERE HOW DO CHECK ACTION 1 2 3 7 6 5 4 8 PERCEPTION OF PROBLEM EVALUATION OF CURRENT SITUATION ANALYSIS OF CAUSES PLANNING OF COUNTER-MEASURES IMPLEMENTATION OF COUNTER-MEASURES EVALUATION OF RESULTS STANDARDIZATION SUMMARY & FUTURE PLANS PDCA approach ..2..
- 37. DMAIC Define, Measure, Analyze, Improve, Control Very structured Links a quality initiative directly to measurable outcomes Define: definition of the problem . Measure: It involves the analysis of the process to determine its present state and the desired future state Analyze: analysis for identification of various parts of process which affect the quality of the process Improve: This phase adds value to the process with a view to improve Control: the process of closing the cycle by putting in the right procedures, initiatives and appropriate quantifiable statistics.
- 38. DMAIC vis-à-vis D8 vis-à-vis PDCA D1: Team Approach Define D0: Recognize Problem D2: Describe Problem D3: Containment D4: Define & Verify Root Causes Measure Analyze Improve D5: Select & Validate Corrective Actions D6: Implement Corrective Actions Control D7: Prevent Recurrence D8: Congratulate Team D1: Team Approach Plan: Identify the Problem AnalyzeTheProblem D0: Recognize Problem D2: Describe Problem D3: Containment Do: DevelopSolutions ImplementSolutions D4: Define & Verify Root Causes D5: Select & Validate Corrective Actions D6: Implement Corrective Actions Check: EvaluateResultsAchieve DesiredResults? Act: StandardizeSolution D7: Prevent Recurrence D8: Congratulate Team 38
- 39. Problem Solving Issues Description of Problem Factors: Constructive vs Limiting Ownership Scope of Problem Consequence of Problem Alternative Solutions Rank Ordered Solutions
- 40. Issues in Problem Solving Typically Individuals are the problem solvers Motivation of the problem solvers matters a lot Decision making process involved in selecting solution- Is it autocratic or involving all Execution of the solution depends on Understanding of the problem Willingness to solve the problem Commitment of the leadership
- 41. Components of the Problem Size of Problem - costs, risks, losses , affecting whom ? Cognitive Input How’s it look? How’s it sound? How’s it taste? How’s its smell? How’s it feel?
- 42. Pre-requisites for Problem Solving Process Unconditional acceptance & non- judgmental attitude of participants Respect for each participant’s input Freedom to openly express , record response to the problem & solutions Defined limits and boundaries on problem solving process
- 43. Problem screening Through Brainstorming Force Field Analysis SWOT Analysis – Strengths, Weaknesses, Opportunities, Threats
- 44. Brainstorming Brainstorming is a group activity technique.It is designed to generate lots of ideas for solution of a problem. The underlying principle is that the greater the number of ideas generated,the possibility that a quality solution will be found. Brainstorming is a commonly used tool by academic researchers and business teams.
- 45. Brainstorming Set a time frame to be completed Be clear what problem you are trying to solve All ideas should be heard without any bias/prejudice No idea is too wild to be expressed. Quantity is wanted; each idea coming to mind should be expressed. Combining ideas for improvement is highly desirable. Criticism or negative discussion regarding ideas is absolutely forbidden.
- 46. Basic tenants Emphasize on quantity: If lots of ideas are generated it will be easy to produce a radical and effective solution. Do not criticize : Don’t comment on any ideas.First accept all,at a later stage judge. Welcome unconventional ideas:To get a good and long list of ideas,unconventional ideas are welcomed. Combine and improve ideas:Good ideas may be combined to form a single better idea.
- 47. Typical excuses.. That won’t work It’s against our policy That’s too radical We haven’t done it that way before It’s not our job That’s too expensive We don’t have enough time/manpower That’s not practical That’s too much hassle We can’t solve this problem
- 48. Osborn’s Checklist for new ideas 48 (S.C.A.M.P.E.R) SCAMPER is an acronym for a useful list of active verbs that can be applied as stimuli to make you think differently about the problem. SCAMPER was defined by Robert Eberle, after an initial list from Brainstorming originator Alex Osborn. Source- Olivier Serratt, Knowledge Solutions, The SCAMPER Technique Springer https://link.springer.com/chapter/10.1007/978-981-10- 0983-9_33
- 49. Osborn’s checklist for generating new ideas https://manualthinking.com/methods/osborns-checklist/ Innovative thinking – (S.C.A.M.P.E.R) OSBORN Suggested 73 ideas in his book Applied imagination https://www.amazon.com/Applied-Imagination-Alex-F-Osborn/dp/0023895209
- 50. Osborn’s Checklist..1.. Substitute? ..... Who else, where else, or what else? Other ingredient, material, or approach? Combine? ...... Combine parts, units, ideas? Blend? Compromise? Combine from different categories? Adapt? .......... How can this (product, idea, plan, etc.) be used as is? What are other uses it could be adapted to? •Magnify? ...... Add new ingredient? Make longer, stronger, thicker, higher, etc.? •Minify? ........ Split up? Take something out? Make lighter, lower, shorter, etc.? Modify? ........ Change the meaning, material, color, shape, odor, etc.?
- 51. Osborn’s Checklist ..2.. Put to other uses? ..... How can you put the thing to different or other uses? New ways to use as is? Other uses if it is modified? Eliminate? ..... What can you eliminate? Remove something? Eliminate waste? Reduce time? Reduce effort? Cut costs? Rearrange? ..... Interchange parts? Other patterns, layouts? Transpose cause and effect? Change positives to negatives? Reverse roles? Turn it backwards or upside down? Sort?
- 54. Force Field Analysis List all forces for change in one column List all forces against change in other Assign a score to each force 1(weak)-5(strong) Draw diagram showing forces for & against and size of forces Helps weigh importance of factors as to if pursue or not the plan
- 55. Basic Ideas in Field Theory Behavior occurs within a field of dynamic influences. A force field has plus and minus influences that function interdependently to create a dynamic. To change the field of influence, forces need to change, along with their strength. Especially while managing a change The field of influence can be altered by adding, subtracting, strengthening or weakening the forces.
- 56. Kurt Lewin’s Theory of Change UNFREEZE a field’s dynamics CHANGE to a goal/solution/aspirat ion REFREEZE to a new dynamic field of forces https://www.youtube.com/watch?v=sMxuJ1Q44bA
- 57. Types of Forces Driving Forces – Toward a direction, positive forces Restraining Forces – Resistance to Change , negative forces? Induced Forces – Imposed on the Field Personal or Organizational – Interests/Orientation
- 58. Altering the forces.. 01 Add a Force(s) 02 Subtract a Force(s) 03 Strengthen a Force(s) 04 Weaken a Force(s)
- 59. Force Field : Steps Plan Plan how to alter the force field dynamics to pursue your purpose. Rate Rate forces for or against and indicate their strength . Draw Draw a picture of the field of influences. Identify Identify the problem / opportunity / goal.
- 62. SWOT Analysis Strengths: advantages, what you do well Weaknesses: could be improved, done badly, should be avoided Opportunities: good chances, interesting trends Threats: obstacles, competition, are required specifications changing
- 63. SWOT. . Tool for auditing an organization and its environment First stage of planning Helps to focus on key issues. SWOT stands for Strengths, Weaknesses, Opportunities, and Threats. Strengths & Weaknesses = INTERNAL factors Opportunities & Threats = EXTERNAL factors
- 64. Remarks..1.. Used to: Capitalize strengths Minimize weaknesses Leverage opportunities Counteract threats Focus on turning weaknesses in t ostrengths, and our threats into o p p o r t u n i t i e s (feeds into marketing objectives). Match internal strengths w i t h external opportunities
- 65. Remarks..2.. SWOT analysis may help in enhancing value to products and services It helps in attracting new customers, retain loyal customers, relook at the distribution channels It gives an opportunity to know the o r g a n i z a t i o n better !.
- 66. Typical applications.. When individual issues need to be addressed: Typical examples: Manpower planning Business development/culture and image/branding Organizational structure/restructure /lay-offs Advertising/promotion Planning for financial resources Operational efficiency/reduction of costs
- 67. SWOT Example for a leading coffee brand XYZ ..1.. Strengths: Largest retail coffee market share in the world: In the USA alone it occupies almost thirty percent of the market share Brand recognition: XYZ brand is recognized worldwide with a net worth of 5 million dollars High customer Loyalty: Nearly a quarter of the sales in USA are done on loyalty cards and an estimated 85% of sales are to repeat customers. Buyouts: XYZ often buys competitors to retain its market position Globally similar Experience: By ensuring a similar experience across the globe XYZ makes sure it has a high number of customers using it on their travels Weaknesses: Negative publicity. XYZ is heavily criticized for selling expensive coffee and having extremely not complying with fair trade policies Low operating Margin: To maintain its dominant position, XYZ often opens stores making losses. This was part of TQM assignment done by students
- 68. Opportunities: Increasing demand for coffee: In developing nations, coffee sales are growing by almost 9% year on year basis. This is a huge market for XYZ to exploit. Home meal delivery. XYZ could exploit an opportunity of delivering coffee and snacks to home and increasing its reach to customers. Increasing snack Sales: XYZ has diversified from just selling coffee and substitutes to selling a large selection of snacks. In many stores snack sales contribute more than 30% of total sales. Tea sales: XYZ has diversified to adding a large number of tea for attracting tea consumers. This represents a huge opportunity for XYZ. Threats: Saturated coffee and snack markets in the developed economies. The coffee market in the developed countries is already overcrowded by so many chains and local sellers and this already proves to be a threat to XYZ. Trend towards healthy eating. Due to government and various organizations attempts to fight obesity, people are becoming more conscious of eating healthy food rather than what XYZ has to offer in its menu. Local fast food restaurant chains. Local fast food restaurants can often offer a more local approach to serving food and menu that exactly represents local tastes. Although XYZ has a different ideology, the rising number of local fast food chains and their lower meal prices are a threat to XYZ SWOT Example for a leading coffee brand XYZ ..2..
- 70. Resources https://asq.org/quality-resources/learn-about-quality https://asq.org/quality-resources/seven-basic-quality-tools Smith Gerald, Quality Problem Solving, ASQ Press, 1998 : https://www.amazon.com/Quality-Problem-Solving-Gerald- Smith/dp/0873893948 70