problehhhhhhhhhhhhhhhhhhhhm_solving_-_pdca.ppt

Operational Excellence
“Ask your employees…
If you owned this company what would
you do to improve it?”
Jack Simms, The idea generator

Plan-Do-Check-Act
Problem-Solving Process
and
Using the A3 Template for
Problem Identification
+

3
Agenda
Introduction / background
Exercise 1: what do you “see”?
PDCA Cycle
Problem solving tools
Exercise 2: Group Dynamics
A3 Report
Exercise 3: Problem Statement
Exercise 4: Group Practical Exercise

Background:
Features and Benefits
PDCA & A3 problem-solving are tools which:
1. Efficiently lead to the identification of a root
cause,
2. Evaluate various candidate countermeasures
that can be applied to mitigate a problem.
When practically applied, PDCA can guide a
person or organization as they
• Define the root cause of a problem,
• Build consensus and support among
stakeholders
• Capture and communicate the resulting
actions and decisions and their logic.

Background:
Features & Benefits
When an organization understands
Problem-solving principles:
Move FROM: fire-fighting culture
TO: individual responsibility in solving
problems at their root cause, sharing
& Organizational Learning
When fully adopted,
► Individuals distinguish symptoms from root
causes so they can effectively analyze
problems and evaluate countermeasures.
► Cross-functional groups begin capturing
the knowledge generated while solving a
problem
► Communicate learning to appropriate
colleagues and management.

From memory, draw the front side of a penny
…include all of the details
Exercise 1: It’s all in the details!
10 minutes

Teacher’s Key:
Every Detail Correct: +1 point
Every Detail Missed /Wrong: - 1 point:
Face Facing?: Left or Right
Left = -1
RIGHT = +1
“USA?”: YES = -1
“E Pluribus Unum?”: YES = -1
“In God We Trust?”: Yes = +1
Location: “I.G.W.T?”:
Top = +1
Anywhere else= -1
Date?: No = -1
Yes = +1
Date Location? Left = -1
Bottom Right = +1
Mint Letter: None = -1
Yes = +1
Mint Location: Left = -1
Under date: = +1
“One cent”: Yes = -1
No = +1
“Liberty?”: No = -1
Yes = +1
Liberty Location:
Right = -1
Left = +1
“What we know” and “what we think we know” are two very different things…

“Seeing” Problems
People come to work to add value but
often don’t see the details to make the
job easier…

Identifying a Problem
“problems are golden nuggets”
Define: What is the problem; what is the pain?
►How does it make your job difficult?
►Why does it matter?
►Who does it affect / does not affect.
►What does it effect / does not affect.
►How does it effect / does not affect.
►When is it a problem / is not a problem.
►Where is it a problem / is not a problem.
How will we know that a change is an
improvement?
What change will we make that will result in an
improvement?

Step 1: (Hypothesis) “Plan”
►Identify problem
►Investigate root cause
►Select appropriate
countermeasures
Step 2: (Try) “Do”
►Implement countermeasures
Step 3: (Reflect) “Check”
►Study the Results
Step 4: (Adjust/) “Act”
►Standardize and Plan Continuous
Improvement
PDCA Steps
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act

Step 1A: “Plan”
1. Determine the problem area
2. Define the standard
3. Define the current situation
4. Determine the inconsistency
5. Select a measurable goal
6. State the problem in a “Problem
Statement” form in order to
brainstorm potential causes
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
Step 1A: “Plan”
1. Determine the problem area
2. Define the standard
3. Define the current situation
4. Determine the inconsistency
5. Select a measurable goal
6. State the problem in a “Problem
Statement” form in order to

Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
Step 1B: “Plan”
Cause Investigation
1. Brainstorm potential causes of
the problem
2. Collect and analyze data related to
the problem
3. Challenge the data with facts
4. Select most likely causes
5. Establish a cause/effect relationship
6. Determine root/driver cause

1. Brainstorm for countermeasures to
address root cause
2. Select proper countermeasure based
upon criteria
3. Coordinate/gain approval of
leadership to implement
countermeasure
Select
Countermeasures
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act

1. Develop a plan to implement the
countermeasure(s) selected
2. Are they temporary?
3. Assign tasks
4. Communicate the plan
5. Execute pilot Implementation Plan
with timelines and establish a
tracking method
Implement
Countermeasures
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act

Step 3: “Check”
Study the Results
1. Monitor progress of pilot
Implementation Plan
2. Gather/analyze additional data if
necessary
3. Modify implementation plan if
necessary, based upon results
4. Monitor results of the specific
countermeasure(s) that addressed
the root cause
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act

1. Evaluate the results
2. Standardize the effective countermeasure(s) to
prevent recurrence
3. Share success with other affected areas
4. Plan on-going monitoring of the solution
5. Start the PDCA process again to refine the
countermeasure or if the results are uneven
6. Continue with other improvement opportunities
Standardize and
improve
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act

Step 5:
“Continuous
Improvement”!

Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
Plan (A)
 Determine the problem area
 Define the standard
 Define the current situation
 Determine the discrepancy
 Select a measurable goal
 State the problem in a
statement form in order to
Plan (B)
 Brainstorm potential
causes to the
problem
 Collect and analyze
data related to the
problem
 Challenge the data
with facts
 Select most likely
causes based upon
team impact
 Establish a cause/
effect relationship
 Determine root
cause/driver cause
Plan (C)
 Brainstorm countermeasures
to address the root cause
 Select proper
countermeasures based
upon criteria
 Coordinate/gain approval of
leadership to implement
Do
 Develop a plan to implement the
countermeasure(s) selected
 Assign tasks
 Communicate plan
 Execute pilot plan with timelines
and establish a tracking method
Check
 Monitor progress of
the pilot project
 Gather/analyze
additional data if
necessary
 Modify
implementation plan
if necessary, based
upon results
 Monitor results of
the specific
countermeasure(s)
that addressed the
root causes
Act
 Evaluate the results
 Standardize the effective countermeasure(s) to
prevent recurrence
 Share your success with other affected areas
 Plan on-going monitoring of the solution
 Start the PDCA process again to refine your
countermeasure or if results if uneven
 Continue with other improvement
opportunities
Summary of PDCA Steps
Handout

Group Dynamics
Exercise 2
5 Brain Teasers:
How successful solving by yourself?
How successful solving as a Team?

Tools for Step 1A:
Tools to clarify information
for problem identification:
►Check sheet
►Line graph
►Pareto Chart
►Flowchart
►Affinity diagram
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
Keep? Omit?
Or move to X?

Tools for Step 1B:
Cause Investigation
Tools to identify the most likely
causes of the problem:
►Cause and Effect (Fishbone) diagram
►Affinity diagram
►Interrelationship diagram
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
Keep? Omit?
Or move to X?

Select
Countermeasures
Tools to select countermeasures:
►Criteria matrix
►Force field analysis
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
Keep? Omit?
Or move to X?

Implement
Countermeasures
Tools to implement countermeasures:
►Implementation Plan / Gantt chart
►Action Plans
►Flowchart
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
Keep? Omit?
Or move to X?

Tools for Step 3: “Check”
Study the Results
Tools for determining
effectiveness of countermeasures:
►Data collection
►Check sheet
►Line graph
►Histogram
►Pareto
►Flowchart
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
Keep? Omit?
Or move to X?

Tools for Step 4:
“Adjust / Act” Standardize
Tools for planning and
implementing standardized processes:
►SOPs
►Visual Controls
►Force field analysis
►Criteria matrix
►Radar chart
►Flow chart
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
Keep? Omit?
Or move to X?

Tools for Problem
Solving
• 5W-1H
•Cause and effect diagram
(Fishbone Diagram)
•Pareto chart
• Flowchart

PDCA 1/07
5-Why + (1-How)
Analysis
The 5 ‘Whys’ and 1 ‘How’
Define the problem
►What fails?
►Where does the failure occur?
►When does it occur?
►How does it occur
Then ask ‘why’ five times until root cause(s)
are identified or ignorance is reached
Once the root cause(s) is identified, ask, ‘How
do I correct it?’

5 Why Analysis
Pros:
East to use
Introduces problem solving methods
Prevents band-aid solutions (rush to judgment)
Cons:
Stakeholders not always involved
Not data driven, not repeatable
Easy to bias results ...
Relies on personal experience...
-go and investigate...go and see
Doesn't account for multiple cause factors
Non-date analysis of simple issues,
-important problems need data
analysis
How?

5-Whys Exercise
Habitually late for work:
Why is the employee late? Because she woke up late.
Why did she wake up late? Because she slept late last night.
Why did she stay up too late? Because she watched a late night
show on TV.
Why did she watch TV late in the night? Because she can’t sleep.
Why can’t she sleep? Because she has insomnia.
Why is she insomniac? Because she is worrying.
Why is she worried? Because she’s thinking that she might lose
her job.
Why is she worried of losing her job? Because she’s not getting
any feedback from her boss regarding her work.
To be refined
Keep? Omit?
Or move to X?

Fishbone Diagram (Ishikawa diagram)
Problem-Solving Analysis
Instructions
Cause Effect
Refer to the Toolkit

Fishbone Diagram
Problem-Solving
Analysis Instructions
Cause Effect
Measurements
Materials People (Manpower)
Environment
Methods
Equipment
(Machines)
Test results
Process Temperature
Strength
Contamination
Humidity
Ambient Temp
Vendor-supplied
Age
Recipe / VC
Technique
Order of work
Timing
Adjustments
Attention
Training
Work Balance
Calibration
Machine Temp
Settings
Accuracy
Reliability
Skills

Creating a Fishbone
Diagram
Step 1: Clarify the characteristics of the
problem and write a title
Step 2: Write in the effect characteristics and
draw the spine
Step 3: Clarify the factors affecting the
characteristics
Step 4: Check for omitted factors
Step 5: Identify factors that strongly affect
the characteristic
Step 6: Write in related information

Used to show relative frequency or magnitude
of events or issues, to identify the most
important.
Causes of late shipments
0
5
10
15
20
25
30
L
a
t
e
R
M
P
o
o
r
p
r
i
m
e
y
i
e
l
d
M
a
i
n
t
e
n
a
n
c
e
S
h
o
r
t
s
t
a
f
f
R
u
s
h
o
r
d
e
r
s
O
r
d
e
r
e
n
t
r
y
e
r
r
o
r
Pareto Charts

Step 1: Decide which items to study and
collect data
►Content categories
►Cause categories
►Select the data collection time period
Step 2: Tabulate data and calculate the
cumulative number
►Arrange items in order
►Use of “Other” category
Creating a Pareto
Chart

Creating a Pareto
Chart
Step 3: Draw the vertical and horizontal axes
Step 4: Display the data as a bar graph
Step 5: Drawing a cumulative curve
Step 6: Create a percentage scale on a
vertical axis on the right side
Step 7: Label the diagram
Step 8: Examine the diagram

PDCA + A3 =
Model for Improvement
PDCA + A3 = Model for Improvement
1) “What are you trying to accomplish?
2) “How will we know that a change is an
improvement?
3) What change can we make that will result
in an improvement?
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
+ =

A3 or
Mini-Kaizen
Problem-solving Storyboard:
“A3”
Hand-written
Simple and easy to read / relate to
Dynamic

PDCA 1/07
Root-cause Analysis: What are the causes, requirements, constraints?
Title / A3 Theme:
Problem Statement: Of all our problems, why this one?
Owner: Stakeholders:
Current Situation: What do we know for sure?
Goal: What is the specific change we want to accomplish now?
Recommendations: What are your proposed countermeasures, strategies,
alternatives?
Implementation Plan What activities will be required? What? Who?
When?
Follow-Up Actions: What issues remain? How will they be addressed?
Approval:
“P” “D” “C” “A”
“P”
“P”
“P”
“P”
“D”
“C”
“A”
Date:
Have all appropriate steps and departments been involved in this project?
Yes / No

A-3 Report –
Administrative Data
Title of project
Name, title, date
Team / stakeholders
Approval Authorities
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act

Problem Description
Statement
The Issue / Problem
► Sounds easy; the most
difficult
► What REALLY is the problem?
What is the REAL PAIN the
Team is experiencing?
► Leaders may need to coach
and “mentor” the problem-
solver to revisit the problem
as the progress through the
Mini Kaizen and start
analyzing the real problem!
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act

A Good “Problem
Statement” test:
• What is the problem?
• Why is it a problem?
• How important is it?
(how does it tie to the
CCM business
objectives/Mission
Statement)
• How can you measure
the problem?
• What are the FACTS?
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act

Exercise 3:
Problem Statement
Escalator Video
http://www.youtube.com/watch?v=47rQk
TPWW2I
►Materials
►Manpower
►Methods
►Mother Nature
►Machines
►Measure

Current Situation
•Determine the Problem
►Background of issue
►Context
►Business impact
•Standard
•Current Situation or Performance
•Discrepancy – Current versus Ideal
•Extent or Duration
•Rationale (Reason to Improve)
•Goal Statement
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act

Goal
•What is the specific
change we want to
accomplish now?
•What is the ideal state?
•What will a “perfect”
situation look like?
•Does this goal support
the CCM Mission?
•Has leadership approved
of the Goal?
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act

Identifying Causes
and Solutions
•Problem Statement
► Revisit & review
•5-Whys
•Potential Causes
•After Fishbone Categorization
•Analyze Root Causes
•Prioritize
•Countermeasure(s) Brainstormed
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act

Solutions /
Countermeasures
•Countermeasures selected
•How will they eliminate root causes?
•How will we communicate the
countermeasures?
•How will we monitor the countermeasures?
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act

Implementation
Plan
•What will be done?
•Who will do?
•Where will it be done?
•By when will it be done?
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act

Following Up
•What will be checked?
•How will it be checked?
•When will it be checked?
•What next steps are recommended?
►New improvement?
►New problem?
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act

A3 Group Exercise 4:
Titanic (or next slide)

A3 Group Exercise 4:
“Poor Alice”
Team Lead candidate
Attendance issues: corrective action
Competing priorities
Family dynamics
Household flow

JDIs: (…failure to plan is planning to fail…)
Proceed with Caution!
“PDCA is destroyed in the
reverse order it is built…”
Beware of justifying a
solution without analyzing
the problem…
Leaders should ask:
What problem are they trying
to solve?
Did they test / document it?
How will they know the
condition improved?

Mini-Kaizen / JDI Plaque
• Recognize improvements
• Track Improvements
• Stimulate TEE involvement

Feedback?
What made sense?
What needs more clarification?
How will you use PDCA / A3?
When will you use PDCA / A3?

Problem Solving
Methods & Tools
Coaching
►Campus managers
►Facility managers
►Program managers
Observation
►Data collection
Brainstorming
►All Roles
VSM
►Flow Charts
5 Whys
Fishbone Diagram

Problem-Solving
Model
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
Hypothesis
Try
Reflect
Adjust / Act
“Scientific Method”

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