Lean Problem Solving Zele 1107 · PDF fileGood problem solving and countermeasure preparation...
Transcript of Lean Problem Solving Zele 1107 · PDF fileGood problem solving and countermeasure preparation...
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Author: Dirk DenutAuthor: Dirk DenutDate: month / 2011
Problem Solving
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Content
� What do we know already?
� Introduction� Benefits & goal
� Types
� 8 Step Problem Solving process� Why?
� When?
� How?
� Quiz Time
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What do we know already?
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Introduction
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Benefits of Structured Problem Solving process
• Remove time lost in debate
• Identify weak points in processes
• Discover systemic causes
• Explain with reasons why an incident occurred
• Gives a factual representation of the incident
• Compare what actually happened against what should have
happened, at any point during the incident.happened, at any point during the incident.
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Standard Problem Solving to ensure…
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Types of problem solving methods
DMAICDMAIC
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8 Step Problem Solving – data driven tool
Last 3 Steps Deploy SolutionFirst 5 Steps Deploy SolutionShare KnowledgeCreate Standards
Solve theActual Problem
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8 Step Problem Solving Process
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Why use this process approach?
� Process has proven its usefullness in other companies
� Common methodology – everybody understands how
� Focus on Fixing it - first time right
� Define priorities
� Sharing the lessons learned with others
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When do we use the 8 Step Process?
� Significant or repetitive complaints
� Repetitive human errors occurring during a specific
process
� Repetitive equipment failures associated with a specific � Repetitive equipment failures associated with a specific
process
� Performance is generally below desired standard
� ...
Major impact or Repetitive issues
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How to solve problems?
� The Problem Solving process is based upon
� Plan
Do
ICONS?
� Do
� Check
� Act
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Problem Solving Guide
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How does the process in more detail look like?
8 Step Approach
1. ...
2. ...
3. ... Standardize process - Sustain the gain
Develop Countermeasures
Determine Root Cause
3. ...
4. ...
5. ...
6. ...
7. ...
8. ...
Standardize process - Sustain the gain
Clarify the Problem
Confirm Results & Process
See Countermeasures through
Break down the problem
Target Setting
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Fit detail with PDCA?
1. Clarify the Problem
Why?
How?
What?2. Break down the problem
3. Target Setting
4. Determine root causes
5. Develop countermeasures
P
How?5. Develop countermeasures
6. See countermeasures through
7. Confirm results & process
8. Standardize process –Sustain the gain
D
C
A
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Problem Solving Guide
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Problem Solving Guide
Step 1: Clarify the Problem
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Step 1:Clarify the Problem
Desired / Ideal Desired / Ideal SituationSituation
Gap = ProblemGap = Problem
Visualization
Current SituationCurrent Situation
Visualization(Make Explicit)
� We need to understand the Current Situation (Measured), Ideal Situation (Standard)
� Why is it a problem? What is the KPI affected? What is the cost? Relation to Objective? Why is it a priority?
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Step 1:Clarify the Problem
� Anything that deviates from the standard or target
What is a problem?
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Step 1:Clarify the Problem
What is a problem?.....cont
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Step 1:Clarify the Problem
� An unfulfilled customer’s need
What is a problem?.....cont
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Step 1:Clarify the Problem
Problem type - I
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Step 1:Clarify the Problem
The new higher standard is target
Problem type II
The new higher standard is target
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Step 1:Clarify the Problem
Problem type III
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Problem Solving Guide
Step 2: Break Down the Problem
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Step 2 : Break Down the Problem
Problem Problem Problem
Problem (complex – vague) Break down
Break down
What . Where . When . WhoWhat . Where . When . Who WhyWhy
See the ProcessPoint of
Cause
Problem Problem Problem Problem ProblemProblem Problem
Problem to tackle
What . Where . When . WhoWhat . Where . When . Who WhyWhy
Prioritize the problemPrioritized
Problem Prioritize the problem
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Step 2 : Break Down the Problem
� Requires to study the process to detail
� Dedicate sufficient time for the breakdown
� Study the steps of the process, interact with people, get data, documents, understand tools: Learn
� All problems can be divided into smaller defined problems: by region, location, department, product,
� All problems can be divided into smaller defined problems: by region, location, department, product, channel, customers, etc.
� Specify the point of cause: the problem is present in a specific part of the process
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Step 2 : Break Down the Problem
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Step 2 : Break Down the Problem
scratches
discovered
scratches
present
No
scratches
scratches
present
scratches
present
scratches
present
� Specify the Point of Cause by Studying the Process
� Specify the Point of Cause is necessary
for Effective Root Cause Analysis
Problem Perception Point of Cause
Trace back Trace backTrace back Trace back Trace back
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Problem Solving Guide
Step 3: Target Setting
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Step 3 : Target Setting
SMART
What? How much? By when?
Output / Deliverable
To Be Achieved
NOT things to DO
Targets are a tool to stimulate improvement
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Step 3 : Target Setting
GOOD or BAD
� We will improve the way we handle complaints
� We will reduce the number of complaints by 10% by next B
B
� We will reduce the number of complaints by 10% by next
FY
� We will increase our CPE score from 75% to 85% in next
FY by end of Q3
� We will increase our sales next FY
G
B
B
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Problem Solving Guide
Step 4: Determine the Root Cause
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Step 4 : Determine Root Cause
Why Root Cause Analysis?
� To solve problems on structural basis
� To ensure problems do not return� To ensure problems do not return
� To ensure sustainable improvements are made
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Step 4 : Determine Root Cause
Fact Gathering & Analysis
Observed Symptoms
Containment action
More Detailed Analysis
DIRECT Causes
ROOT Causes
Corrective action
Preventive action
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Tools used in Problem Solving
Multi disciplinary Teamwork
Pareto analysis
(80/20)
Brainstorming
Control Chart
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Tools used in Problem Solving
� No judgment or criticism
� Quantity over quality � Quality implies judgment
� Freewheel � Do not get trapped by your own train of thinking
� Mutate and combine � Keep using previous ideas as stimuli for new ideas
� Visualization of measurements
� Upper & lower specification limits + mean
� Location of measurements helps analysis
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Tools used in Problem Solving
� Recording manually
� Mark per topic, number of occurrence
� Visualization can be done via Histogram � Visualization can be done via Histogram (distribution), Pareto (counts), location
Location checksheet
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Tools used in Problem Solving
Universal principle, called the "vital few and trivial many“
� Pareto's Principle or the 80/20 Rule - 20 percent of something always are responsible for 80 percent of the results
100%
80%
20%
20% of the input creates 80% of the result
20% of the workers produce 80% of the result
20% of the customers create 80% of the revenue
20% of the bugs cause 80% of the crashes
20% of the features provide 80% of the usage
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Cause & Effect diagram
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Cause-&-Effect (Fishbone) Diagrams
Problem:
We start a Fishbone Diagram with problem in right-hand box …
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Cause-&-Effect (Fishbone) Diagrams
Problem / Effect:
Man Method Material
MeasurementMachine Mother Nature
Then we add headers for: “Man”, “Method”, “Material”, “Machine”, “Measurement”, and “Mother Nature” (Environment)
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Cause-&-Effect (Fishbone) Diagrams
Problem / Effect:
Man Method Material
MeasurementMachine Mother Nature
Potential causes to the Problem are added as more detailed, smaller branches …
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Tools used in Problem Solving
Man Method Material
Problem / Effect:
X
X
Xor X
based on facts
MeasurementMachine Mother Nature
X
X
As we PROVE, or DISPROVE Causes with data (if possible) or via voting, we mark the C-E (Fishbone) Diagram accordingly …
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� Try to make your “Effect” measurable – can you graph it?
� Sometimes, the ‘6M’s’ are replaced with ‘P’s’ for Office processes:� Policies
� People
� Procedures
� Plant (Facility)
� Programs (Software)
Cause-&-Effect (Fishbone) Diagrams
� Price
� Promotion
� People
� Processes
� Place� Programs (Software)
� Planet
� Do not waste time discussing the branches
Just Do it !!!!� You can use what fits your needs
� Place
� Policies
� Procedures
� Product
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Example : C&E diagram
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5 Why’s
WHY
WHYWHY
WHY WHY
WHYWHY
5W
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Example – 5 Why
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Example – 5 Why
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Tools used in Problem Solving
� Don’t need to do exactly 5 Why’s ? � You may find yourself using 3 to 7 “Why’s” or more on a problem
� “Strive for 5” Why’s (don’t quit too early!)
� Use as many as you NEED to get to ACTIONABLE Root Cause
� Base “Why’s” on Facts and Observations, not Opinions
� Test your “Why” logic by using “Therefore” in reverse
Make the tools work for you, don’t be a slave to the tools
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5 Why – Tree
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Problem Solving Guide
Step 5: Develop Countermeasures
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Step 5 : Develop Countermeasures
� Consider: How to eliminate the root causes
� Use creativity techniques to generate large number of
ideas:
Brainstorming Brainwriting
All participants present their ideas, and the idea collector records
them
� Focus on quantity� Unusual ideas are welcome
All participants collect ideas and write their ideas on a note (approx. 3 ideas,
duration 5 minutes)Repeat this process 5
times
Start without any evaluation of the ideas!
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Step 5 : Develop Countermeasures
Evaluation of ideas
1. Cost-benefit AnalysisThe method is usually run in three steps:
1.) Definition of all elements causing costs of idea
implementation
2.) Definition of all elements causing benefits of idea 2.) Definition of all elements causing benefits of idea
implementation
3.) Comparision sum of all costs with the sum of all
benefitsKosten
���� ���� ����
���� ���� ����
���� ���� ☺☺☺☺Nutzen
Cost
Benefit
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Step 5 : Develop Countermeasures
2. Evaluation matrixThe main goal of evaluation matrix is to evaluate an
idea in accordance to several factors or criteria.
Alternatives
Idea 1 Idea 2 Idea 3
Score = Rating x Weight
Idea 1 Idea 2 Idea 3
Criteria Weight Rating Score Rating Score Rating Score
C1
C2
C3
Total
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Psychology of Countermeasures
� Good problem solving and countermeasure preparation
will drive an organization to:
� Productive self-criticism
� More robust systems and processes
� A higher-level understanding
The countermeasure cycle is a team effort!
Effective Problem Solving with robust countermeasures lead to better processes!
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Problem Solving Guide
Step 6: See Countermeasures through
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Step 6 : See Countermeasures through
� Share information with others by informing, reporting
and consulting
� Review the progress of the action plan and the results
in regular review meeting
� Ensure that your countermeasures do not create
adverse effect to other upstream or downstream adverse effect to other upstream or downstream
processes
0
20
40
60
80
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120
Jan Feb Mar Apr Target
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Problem Solving Guide
Step 7: Confirm Results and Processes
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Step 7 : Confirm Results & Processes
� Evaluate if target was achieved or not
� Evaluate the process and ensure that it is sustainable
� Confirm negative and positive effects
� Share evaluation with people involved
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Problem Solving Guide
Step 8: Standardize Process
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Step 8 : Standardize process
� Set successful processes as new standard
� Share the new standard (Yotoken)
Standardization
ManualStandard
Work chartFlow-chartChecklists
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Step 8 : Standardize process
� Start the next round of Improvements
� PDCA � SDCA
, D
eliv
ery Situation with no
standard
Situation after 1st standardization
KaizenSituation after 2nd
standardization
Qualit
y,
Pro
ductivity,
Deliv
ery
Target
t
Yotoken Yotoken
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Quiz Time
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Quiz time
Which is the correct combination of Cause-&-Effect (Fishbone) category headings?
� Man, Method, Mother Nature, Machine, Materials, � Man, Method, Mother Nature, Machine, Materials, � Man, Method, Mother Nature, Machine, Materials,
Measurement
� Procedure, Policy, Plant, Person, Planet, Programs
� Suppliers, Procedures, Customers, Management, Policies
� Movement, Materials, Machine, Measurement, Mother
Nature
� None of the above, all are valid
� Man, Method, Mother Nature, Machine, Materials,
Measurement
� Procedure, Policy, Plant, Person, Planet, Programs
� Suppliers, Procedures, Customers, Management, Policies
� Movement, Materials, Machine, Measurement, Mother
Nature
� None of the above, all are valid
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Quiz time
When do we need to stop asking Why?
� After identification of direct cause
� After 5 times asking Why
� After identification of 5th symptom
� After identification of actionable root cause
� After identification of direct cause
� After 5 times asking Why
� After identification of 5th symptom
� After identification of actionable root cause
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Quiz time
Which of the following is not part
of the 8 steps in the Problem-
solving process?
� Define the Problem
�
� Define the Problem
�� Verify the Effectiveness of the implemented Solution(s)
� Analyze the Problem to its Root Cause
� Target setting
� All of the above are steps in the Problem-Solving
process
� Verify the Effectiveness of the implemented Solution(s)
� Analyze the Problem to its Root Cause
� Target setting
� All of the above are steps in the Problem-Solving
process
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Quiz time
TRUE or FALSE
� The major fault of problem solving is jumping to
conclusionsT
� We need to follow the 8 step method for all problems
� "Object" problems are easier to solve than "people"
problems
� People who anticipate potential problems are generally
thought to be negative
T
T
F
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Thank you !
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Problem Solving Guide
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Example of synergies between tools
Team Work� Ensure that a team is gathered to discuss the problem� Multi disciplinary team sparks creativity & “out-of-the-box” thinking
Brainstorm� Brainstorming can be used for 5Whys as well as for C&E diagram
as method for obtaining ideas on causes
Fishbone Diagram (also known as the cause and effect or Ishikawa) � The fishbone diagram helps you explore all potential and/or real
causes that result in a single defect or failure. � Once inputs are established on the fishbone, you can use the 5
Whys technique to further drill down to the root causes
5 Why’s � The 5 Whys can be used individually or as a part of the fishbone
diagram.
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Comparison Problem Solving Processes
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Problem Solving Guide
Step 7:
Step 6:
See Countermeasuresthrough
Step 4:
Determine the Root Cause
Step 1:
Clarify the Problem
Step 8:
Standardize Process
Step 7:
Confirm Results and Processes
Step 5:
Develop Countermeasures
Step 3:
Target Setting
Step 2:
Break Down the Problem