VictorPSRCCA

Editor's Notes

• #3: Instructor points to discuss: Does XYZ Company consider problems treasures? (most attendees will say No) How do companies like Motorola, GE, and Toyota benefit from seeing problems as treasures? Seeing Problems as Treasures is the basis of Grasping the Situation (GTS) The activity of GTS means observing and documenting the process so that we can clearly see if we have a problem Do our standards = our current state process? If no, we have a problem To effectively GTS, we do NOT do that from our desks. 3 Actuals. We go to the Actual place where the Actual work is done by the Actual employees…..we observe and document.
• #4: Plan-Do-Check-Adjust – Our Foundation The Plan-Do-Check-Adjust (PDCA) cycle is W. Edwards Deming’s gift to the world.  PDCA is an expression of the scientific method and is the foundation of strategy deployment. PDCA is also the basis for all process improvement in the world (i.e. Six Sigma DMAIC (Define, Measure, Analyze, Improve, Control) GRASP THE SITUATION Key to the PDCA cycle is Grasp The Situation. GTS means thoroughly understand 1) what the process should produce, determined by Standards such as Time to Complete Work, First Pass Yield, etc.; and 2) what is the process actually producing today. PLAN (1) Clearly define the problem and establish a precise problem statement (2) Identify the processes that impact the problem (3) List the steps in the process as it currently exists (4) Map the Process (5) Identify potential cause of the problem (6) Collect and analyze data related to the problem (7) Verify or revise the original problem statement (8) Identify root causes of the problem DO (1)Establish criteria for selecting a solution (2) Generate potential solutions that will address the root causes of the problem (3) Select a solution (4) Plan the solution (5) “Test” the change (6) Implement the chosen solution on a trial or pilot basis CHECK (1) Gather data on the solution (2) Analyze the data on the solution (3) Review the action, analyze the results and identify what lessons learned (4) Use the measure or metrics to determine (5) Planned Vs. Actual ADJUST (1)Take action based on what you learned in the Check step - If the change did not work, go through the cycle again with a different plan. If you were successful, standardize (2)Use what you learned to plan new improvements, beginning the cycle again (3) Adopt the solution (4) Plan ongoing monitoring of the solution (5) Continue to look for incremental improvements to refine the solution. The cycle is repeated on an annual basis.
• #5: Instructor Key Points Observe the Work Go to where the Actual work takes place and document what you see. Some keys when Observing: 1) be thorough….how long does it take for a worker to complete a task; how many times do they do this-or-that; how far does the worker have to walk to get the tools and supplies he/she needs to complete the task; etc. Capture as much data while Observing the Work as you can. As a problem solver, you’ll be looking to improve your own process. So be thorough when documenting the work you do. Develop Countermeasures The Key with Countermeasures is that we want to use Ingenuity and Creativity instead of $$$$Dollars TRYSTORM Part of developing the countermeasures is actually creating a prototype. Use cardboard, rope, tape, scrap material to create a prototype that you think will enhance the process, fix the problem, and/or make the process more efficient. The Trystorm step means actually trying the prototype in the work area. Assessing to see if the prototype solved the problem.
• #6: Instructor Key Points Success? Did the prototype work? Did it solve the problem? Will it prevent recurrence of the problem? NO: Develop additional countermeasures, another iteration of your solution, a new solution, whatever it will take, and TRY it again! YES: Deploy If the prototype solved the problem, let’s make it permanent, standardize it, share with leadership and teammates. Keys to the Deploy step are: Share your solution with others who do similar work and can benefit from your improvement Do we need to make changes to Work Instructions? Planning? Because of your solution?
• #7: Instructor Key Points: Ask the students if anyone knows what A3 is? A3 stands for nothing more than the paper size on the printer (roughly 11x17) The originators of the document did not want the Title of the document to be important. What is important is the content and message being shared. The A3 is the Roadmap to ensure you are following the PDCA process improvement methodology It is used to ensure that we hit all the important steps associated with process improvement and a good form to capture our findings and improvements so that the final solutions can be shared with leadership and others If the issue you are trying to fix goes beyond your Sphere of Control, the A3 becomes a perfect handoff document for you to share with your others who can take up the issue and drive it to a solution
• #8: Instructor Key Points: Walk through how the A3 was completed. Highlight the key points: Plenty of data to understand the background (specifics include metrics and percentages) Current state show WASTE activity (red) and Value activity (green) Target shows the assessment …. I have a problem Not just words in the boxes. Graphs and photos that enhance your ability to clearly tell the story. Through the root cause analysis of the issues, it was determined that all can be eliminated with countermeasures
• #9: Problem Why are you talking about it? Go to the Actual place where the work takes place; Observe the Actual process on the Actual parts; Talk to the Actual people Current State: Where do things stand today? Show visually using Charts, Graphs, Drawings, Maps, etc. What is the problem? Ask Questions – (1) What Is the Problem? (2) Where did it occur? (Point of Cause) (3)What could have caused it? Target: What specific outcomes are required? Causal Analysis: What is the Root Cause(s) of the problem? - Choose the simplest problem-analysis tool that clearly shows the cause and effect relationship Countermeasures: What is your proposal to reach the future state, the target condition? How will your recommended countermeasures affect the Root Cause to achieve the target? Action Plan: What activities will be required for implementation and who will be responsible for What and When? What are the indicators of performance or progress? - Incorporate a Gantt Chart or similar diagram that shows actions/outcomes, timeline, and responsibilities. May include details on specific means of implementation. Follow-Up: What issues can be anticipated? (1) Ensure ongoing PDCA (2) Capture and share learning
• #10: Exercise Instructions Teams must complete ONLY the first three sections on the A3 Divide participants into groups of 4-6 and assign each group a different scenario. Have each group outbrief and discuss their findings.
• #12: The check sheet is used to record measurements and observations, usually over a specific time period. Information may be recorded in many ways, ranging from the use of shop floor data systems to a piece of paper with tick marks. Show the 3 different types of check sheets are as follows: -- A counted check sheet is used to answer the questions “when” and “how many.” The counted check sheet could show the types of defects observed, how many were observed, and when. --A measured check sheet is used to answer the questions “when” and “how much.” A measurement is recorded at the time it is made. --A location check sheet is used to answer the question(s) “where” and “how many.” It focuses on a work area, machine, or process.
• #13: Brainstorming is a tools used to identify problems, causes or solutions. The tool is effective in encouraging open involvement by all team members. It promotes innovative thinking, and, when used properly, has ideas that build on each other.
• #14: Review the rules of brainstorming with participants. Ask if they can think of any other rules that would be appropriate.
• #15: Depending on the situation, brainstorming can be done in a structured or unstructured format. In the structured format, ideas are given one at a time. Remember, this is brainstorming --no idea is to be criticized! All ideas given should be recorded -- team members are encouraged to give ideas that build on one another. Unstructured brainstorming results in ideas given by anyone at anytime. All ideas should be captured as they occur. A strong code of conduct is important here as participants should not interrupt or talk over others.
• #16: Most commonly used form of brainstorming.
• #17: As with any brainstorming technique this one starts by writing down the question/topic Each person starts out with a blank sheet of paper. Round 1, each person puts three ideas on their sheet of paper. When everyone is done, pass it to the next person Next person puts three additional ideas on the paper. These can be new ideas or expansions of ideas already on the paper, as long as they don’t duplicate an idea. When all are finished, pass to next person. Repeat until everyone has had each sheet at least once Can use a number of techniques to harvest ideas. Give team break and facilitator transfers contents of all sheets onto flip-chart paper Have team members call out ideas from sheets to transfer to flip-chart paper Have each person call out best ideas to transfer to flip-chart paper Limited or unlimited number Limited to sheet they hold or not Have team members transfer ideas to post-it notes for affinitization and/or PICK charting All or some ideas Limited or unlimited number From own sheet or any sheet Other ideas from instructors experience or solicit ideas from students Used when large numbers or deep expression of ideas is desired
• #18: Essentially the same as free-form but team members take turns instead of throwing ideas out in a free-for-all Go around room giving each participant the opportunity to add one idea to list Person may pass if they do not have an idea or do not wish to add an idea at that time If you return to that person, they may add an idea later (i. e. pass is not final) Continue until every member passes consecutively Continue as for free-form brainstorming
• #19: Nominal Group Technique is a form of brainstorming used to ensure that all team members have a chance to actively participate in the process. NGT involves generating a list of problems, ideas, or solutions in a structured, written format that allows for equal participation from all team members. It also helps a group narrow down the list of possible answers. The next slide describes the process for generating ideas. The second slide describes the process for selecting the best ideas
• #20: Review the steps in using NGT in detail: Tell participants that variations of NGT can be used in a given situation. For example, if a team is ready to do a root cause analysis of a problem, using NGT as a starting point may allow participants time to rationally think about the problem, and come closer to root causes quickly (rather than just saying the first thing that comes to mind).
• #21: Finding the root cause is the catalyst for the corrective action process. It is important to understand the difference between symptoms and causes. Symptoms display characteristic signs or indications of the existence of something else that is not working. A Cause is the producer of an effect, result, or consequence. A symptom may appear to be a cause until it is further investigated.
• #22: It is important to understand the types of causes for the “broken” or “malfunctioning” process being analyzed. Location (Point of Cause) of the problem should be identified early on as it could be a major factor in determining corrective action. Contributing factors (5 Whys) will and corrective action are all part of causal analysis.
• #23: Traditional Fishbone Cause Categories are broken down into Service/Transactional “header” categories or Manufacturing Categories. Predefined categories stimulate thinking. Each category is then populated with pertinent information based on the problem or effect.
• #25: The topic of this Cause and Effect “Fishbone” diagram is Customer Dissatisfaction. Instead of using the four Ps for service/transactional causes or the six Ms for Manufacturing causes, this example uses the categories of “Appointment”, “Hospital Staff”, “Lab/X-Ray”, “Doctor”, “Pharmacy” and “General”. Under the heading “Appointment,” the issues of “ability to get through”, “Appointment availability”, Attitude of phone receptionist” and Holding time for main operator” are brainstormed. These causes are then further classified as “C” for “controllable” or “N” for “noise”. The noise issues are then eliminated from further analysis.
• #27: The 5 Whys is a great Six Sigma tool that doesn't involve data segmentation, hypothesis testing, regression or other advanced statistical tools, and in many cases can be completed without a data collection plan. When Is 5 Whys Most Useful? When problems involve human factors or interactions. In day-to-day business life;
• #28: How To Complete The 5 Whys1. Write down the specific problem. Writing the issue helps you formalize the problem and describe it completely. It also helps a team focus on the same problem.2. Ask Why the problem happens and write the answer down below the problem.3. If the answer you just provided doesn't identify the root cause of the problem that you wrote down in step 1, ask Why again and write that answer down.4. Loop back to step 3 until the team is in agreement that the problem's root cause is identified. Again, this may take fewer or more times than five Whys.
• #29: Why can’t we do ____________?, or, what stopped us from doing _____________? Solve the stopping point Test the countermeasure in minutes or hours – not days or months
• #30: The guidelines on this slide can be followed when creating a Mistake Proofing device. You should be able to answer “yes” to all of these questions to ensure that you have an effective Mistake Proofing device. Document your countermeasure criteria by answering “who, what, when, where, or how” to each of the questions. It’s ideal if your device has all these features, but, if you are unable to obtain this level, it may still be acceptable (something is better than nothing). Use the “nasty test” in the design stage or as soon as possible, use the device with an intent to make it fail. If it is impossible to fail - then you truly have a Mistake Proof device.
• #31: We EXPECT Mistake Proofing in our daily lives as consumers. Should we not expect to Mistake Proof our own processes to produce defect free products and services as producers? Fueling area of car has three mistake-proofing devices: 1. Filling pipe insert keeps larger, leaded-fuel nozzle from being inserted 2. Gas cap tether does not allow the motorist to drive off without the cap 3. Gas cap is fitted with ratchet to signal proper tightness and prevent over-tightening. 4. Cover opens so that driving off will not cause it to tear off 5. Warning labels New lawn mowers are required to have a safety bar on the handle that must be pulled back in order to start the engine. If you let go of the safety bar, the mower blade stops in 3 seconds or less. This is an adaptation of the "dead man switch" from railroad locomotives. Started because a couple of guys lifted up their lawnmower from the bottom to trim their hedges and successfully sued the manufacturing for not warning them they could hurt themselves. Parking garages have low clearance. To ensure that cars entering the garage will fit, garages are fitted with a go/no-go gauge at the entrance. Hitting the swinging sign or pipe will not damage the vehicle as much as driving into a concrete beam.
• #33: You can’t just stop when you have reached a solution! Even a good solution has post work – standardization, documentation, sharing the solution and periodic sustainment checking. If the solution doesn’t work, try, try, try again! Go back over the fishbone and the “Five Whys” to see if another avenue can be taken. Look at the current countermeasure(s) and develop new ones. Implement these changes (P-D-C-A) until you have an effective, sustainable solution.
• #34: Now that you have completed Problem Solving training - you are ready to perform Root Cause Analysis, develop countermeasures and Trystorm on your particular improvement in your sphere of control. Remember that solving most problems is a team effort and help is available for you.