Opp1(Problem Solving)
- 1. Problem Solving Basics 1 2 40 Mins Late 30 20 X Shack Line At Guard Late Departure Commute Time Long Vehicle Prep 10 Goal 0 3 4 Key (N) Employee (N) Employee (N) Employee (N) Employee (N) Employee INPUTS (N) Passenger(s) (N) Passenger(s) (N) Passenger(s) (N) Weather (C) Equipment C - Controllable (S) Clothing (C) Shelter Type (N) Weather (S) Vehicle •Computer S - SOP (C) Breakfast (N) Weather (S) Vehicle (S) Briefcase •Coffee Pot (N) Briefcase (C) Vehicle (C) Chosen Route (S) Badge •etc. N - Noise (N) Keys (S) Keys (N) Traffic Density (S) Keys CR - Critical (N) Badge (N) Equipment (C) Badge • Ice Scrapper (N) Guard • etc. (N) Badge Reader Leave Prepare Commute Prepare Start Enter Work End House Vehicle to Work for Work Ready for work Vehicle Readiness Departure Time Task Duration Task Duration Metric Goal OUTPUTS •dressed •windows clear Commute Duration Vehicle Shutdown Arrival Time •briefcase •tires inflated Distance traveled •engine off Work Readiness Mins Late 0 •fed •sufficient gas Gas used •lights off •computer on Departure Time •vehicle temp Avg. Speed •doors locked •coat (to work) Preparation Time Running Vehicle Entered Parking Lot Ready to Depart Vehicle •briefcase •sidewalks Seat Belt (on) •badge •coffee •driveway “clear” Preparation Duration •keys Late / Not Late Departure 6:30 Gas Used •briefcase Time am Distance Traveled Fuel Cost $50/w 5 6 Standard Work Layout Sheet How N C Scope of From: Date 4/24/2008 Product/Line: # Noise Who When Operation To: Rev: __________ Step # Betsy Derwin Steve Files E P P 1 Depart Time Key ring FW 3/12 P Nick E Deb Empress S P P Joe Small Drives P P P 2 Keys Key Ring FW 3/15 Pat Frank Ron Paul 3 Quality Check Safety Std WIP Std Pieces Takt Time Cycle Time 17 270 mins 1,950 mins 7 Day Departure Keys On Time Mon X P X Tues P P P One Page Primer Series Wed P P P Tony Webster Thurs Lean Sigma Translator Fri www.linkedin.cominwebstert
- 2. Problem Solving Basics Problem solving uses the scientific method to Anyone who wants to improve their value to establish a repeatable means of 1) gaining their organization should learn and become process knowledge, 2) determining root cause, proficient at problem solving methods. and 3) implementing countermeasures. These steps provide a standardized method for solving problems and improving processes. When used consistently team members can internalize the skills and participate in improvement opportunities. The individuals and organizations that best use Problem solving methods should be used to improvement methods continually have a address performance gaps – whether they are competitive advantage in the marketplace. existing problems or opportunities. Step Description Tool 1 Determine that an improvement opportunity exists. • Voice of the Customer • Annual Improvement Plans 1a If necessary, complete a short term containment action. • Trend Charts 2 Narrow the scope of the investigation, to use resources on high impact • Process Map solutions. • Pareto Charts 3 Gain an understanding of the current process situation. • Current State Map • Process Map 4 Determine sources of variation or cause; and narrow the list to the root • 5 Why cause. • SIPOC • Fishbone Diagram 5 Develop and implement corrective actions to address the specific root • Noise to Constant cause or source of variation. • Impact/Effort Grid 6 Institutionalize the change to prevent recurrence. Ensure that all • SOP pertinent people are training on the new process. • Standard Work 7 Establish a short term measure to verify the effectiveness of the • Checklist corrective action. • Trend Chart 8 Celebrate the success. • Recognition System