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Practical Problem Solving

The Toyota Way


Scott Davis Managing Partner Lean Associates, Inc. Lexington, KY 40517
All materials copyright Lean Associates, Inc. No part of this presentation may be copied or reproduced without written permission of Lean Associates, Inc.

EVERYTHING we do is for the purpose of showing us where the problems are. We must constantly identify problems, find their causes, and solve them in order to improve for the long-term.
Toyota Trainer

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When is the Best Time to Find a Problem?


Before it BECOMES a problem! If you discover a potential problem you are able to take corrective action Fire Prevention If you discover a situation AFTER it is a REAL problem you can not prevent the problem Fire fighting
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What We Are Trying To Do


Core Philosophy: Elimination of WASTE (COST) (Increase the amount of value)
Why we do it! How we do it!

Creating Continuous Flow

Surface Problems

Measure the Throughput Time


How we know we did it! (Indicator
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of success)

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Correct Flow of Lean Thinking


Purpose, Values, Philosophies (Beliefs) The things we are taught and believe Principles and Concepts (Ideas and Way of Thinking) Thinking that orients our beliefs

Strategies for execution (The approach to things guided by our principles and values)
The method of executing our principles Tactical (HOW to apply Lean Tools) The doing part (the solutions)

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P hilo s o p hy W as te E lim inatio n

P e rf o rm anc e Me as ure R e d uc e d L e ad T im e

P rinc ip le C re ate C o ntinuo us P ro c e s s F lo w

S trate g y C re ate I nte rd e p e nd e nt "C o nne c te d " P ro c e s s e s R e s ult W as te is R e d uc e d !

L e an T o o ls K anb an, S up e rm arke ts , D e f ine d F I F O L ane s

Me tho d P ull S ys te m

R e as o n P ro b le m s are S urf ac e d Q uic kly and are C ritic al

C o ntro l Me tho d Utilize V is ual C o ntro ls s o T hat no P ro b le m s are Hid d e n


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Effect P ro b le m s Mus t b e C o rre c te d Q uic kly


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The Four Step Process


Step One: Find and Clarify the Problem
Understand the current situation Set standards as the foundation for PPS Surface the problems Build consensus and alignment Clarify goals and targets

Step Two: Find the Root Causes


Ask clarifying questions (when, where, how) Narrow the focus Brainstorm possible causes Determine the most likely contributors Determine the greatest actual contributors Confirm the root causes

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The Four Step Process


Step Three: Identify and Implement Countermeasures
Brainstorm countermeasures Evaluate and prioritize countermeasures Develop the Implementation Plan

Step Four: Confirm and Follow Up


Verify plan effectiveness Modify implementation plan Confirm the results Standardize effective countermeasures Develop Future Steps

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Why are we here? 1. Recognize the importance of Practical Problem Solving. Purpose Process Payoff 2. Skills development: learn the Practical Problem Solving Process!

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Do we have problems?
What are some of the problems you have here? List problems on the board There are NO SHORTAGE of problems in ANY work area! Can we SEE problems?
Accidents, near misses, defects, scrap, performance to schedule/budget, attendance??

Problem Solving skills are essential for all employees!

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Why use Practical Problem Solving?


Because No Problem is a problem!! Problems are opportunities to learn and develop. Hiding problems undermines the continuous improvement philosophy. Solving problems is necessary for achieving our goals.

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The Goal The ultimate goal of PPS is not just to solve the problem at hand! The goal is to make problem solving transparent and teachable in order to create an organization of problem solvers.
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Problem Solving Opportunities


Strategic Initiative Strategic Initiative Strategic Initiative Very few big problems

Project Project

Project

Project

Project

Few medium sized problems

Many small problems

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Focus of the Problem Solving Method


Problem Solving Opportunities (Large, Vague, Multiple Problems) Clarify the Problem Problem Defined Most Likely Contributors Five Whys? Investigation to Root Cause

Point of Pain

Go and See
Why? Why? Why? Why? Why?
DirectCause Cause

Genchi Genbutsu Shugi = principle of the real place and real thing
Basic Cause/ Effect Investigation

Root Cause

Countermeasure Share Best Practices


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Step 1: Find and Clarify the Problem

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Junk Words
It is a long way to the store How many blocks? ______ There are a lot of people waiting in line at Wal-Mart. How many people in line? ______ There are a lot of mistakes. How many mistakes are there? ______ It takes a lot of work to do lean activities. How many hours does it take each week? ______ We have a big problem with defects. How many defects is that? _______ These things take too much time to do. How much time do these things take per day? ______
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Inspired by: Sammy Obara


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The Four Step Process


Step One
Step One: Find and Clarify the Problem
Understand the current situation Set standards as the foundation for PPS Surface the problems Build consensus and alignment Clarify goals and targets

Step Two: Find the Root Causes


Ask clarifying questions (when, where, how) Narrow the focus Brainstorm possible causes Determine the most likely contributors Determine the greatest actual contributors Confirm the root causes

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How do we typically find a Problem??


Yes
Things are working well? No

Dont touch it!


IDIOT!!

Yes

Have you touched it?


No

Does anyone know? No

Yes

Yes

Will it blow up in your face?


No
Pretend you havent seen it

Can you blame someone else?

No

Yes
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No Problem

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Understanding the Current Situation


What is a Problem?
Ideal Situation
or

Standard
Where you want to be.

Quantifiable

G A P
Current Situation
Where you are now.

Problem

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Problem or Opportunity
What do we do?
Standard or Goal KAIZEN ZONE The Problem Actual Performance
Problems MUST be corrected Kaizen is opportunity for improvement
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Criteria for Problem Definition


What do we need for a problem to exist? 1. An Actual Current Situation 2. A Desired Situation (Goal or Standard) 3. A Gap between actual situation and goal 4. Extent of the problem
How long has the condition existed? Is it getting better or worse? What are the characteristics? (Consistent/Variable)
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Setting Standards: foundation for practical problem solving CURRENT SITUATION VS. STANDARD
Seek facts relating to when the standard is achieved and when it is not. Define important details about the current situation vs. the standard situation.

Whats different? When is the problem occurring (not occurring)? Whats changed?

How often? Where is the problem located (not located)? Find the POC When did it start? What is the trend?

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Problem Relationships
Higher cost is a result of poor operational capability, quality and service

COST

CUSTOMER SERVICE
OPERATIONAL CAPABILITY
Productivity Efficiency Equipment People Materials

Why you do what you do, and who you do it for. Right thing Right time Desirable products Internal customers (others doing their jobs

QUALITY
What you have to do well to provide service

Defects Scrap Rework

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Surface the Problems


Select Problems Using The 80/20 Rule
20 % of Problems
Lead To

80% of the Opportunity 80% of Problems

Lead To

20% of the Opportunity

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Surface the Problem


Problem Identification
Guidelines to Gather relevant facts:

Go to the actual location where the problem is occurring (the GEMBA) You MUST GO SEE for yourself (Genchi Gembutsu Shugi) Get facts yourself by observing, dont make assumptions Do not rely upon data gathered by other individuals or reports

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Case Study Example: The Current Situation

Actual: Average just over 3% paint defects Standard: Less than 1% paint defects Gap (Problem): Paint defects are 2% over the standard Extent: Problem has been consistent for long-term (over 1 year)
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Case Study Example

Rationale for solving the problem:


Defect is found after paint is cured and repair is more difficult. Rework requires additional set-up of paint system. Rework affects cost and delivery

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Team Exercise Part One: Surfacing Problems

Lets go find some problems


Look for facts, not feelings Understand the current situation 30 minutes Go where the problem occurs Select teams
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Exercise One Review What did you see? Did you see problems? How do you know they were problems? How do the things you saw prevent you from achieving desired results?
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Learning to Present your Thinking Using A3


Lean Associates, Inc. P.O. Box 5448 Berkeley, CA 94705
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What is an A3?

Communication tool Tool to develop logical thinking Provide a common language Way to organize vast amounts of information in concise format

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Typical A3 Report
Whats Included
1. A clear reason for the report (story) 2. A clear presentation of facts, not opinions 3. An objective analysis of data 4. A specific, rational conclusion 5. Recommended actions: Short term / Long term 6. Monitoring activity/ next steps /follow up
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A3 Thinking
Understanding Causality Seeking Predictability Ensuring Ongoing, Unending Learning

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What is the Story You are Telling?


An effective way to communicate is to tell a persuasive story

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Case Example: Understand the current situation


1. Problem Statement Actual Current Situation - Paint defects on the Powder Coat Line are 2% over the standard and have been for over 1 year Average just over 3% paint defects Paint defects should be less than 1% Paint defects are 2% over the standard

Desired Situation (Goal or Standard) Gap between actual and desired Extent of the problem

Problem has been consistent for long-term (over 1 year)

Rationale for solving the problem -Defect is found after paint is cured and is more -Rework requires additional set-up of paint system difficult to repair Other Comments - Rework has potential impact on customer delivery and increases cost

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Team Exercise Part Two: Build Consensus and Alignment Complete the Problem Statement (section 1) of the A3 Make sure you can verify the four criteria. List the rationale for solving the problem. List any other issues related to the problem. 20 minutes

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Exercise Two Review Each team share their problem with the other teams Discuss and clarify the problems Does everyone agree that The problem is correctly defined Facts were presented The problem should be solved

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Clarify Targets and Goals Target characteristics


Do What? (Improve/Increase or Reduce/Decrease) To What? (Defects, productivity, cost, etc.) How Much? (By a specific amount and get back to standard) By When? (Set an aggressive date)
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Case Example: Clarify targets and goals

2. Target / Goal Do What To What How Much By When


Reduce

Paint Defects

2%

3.5 3 2.5 2 1.5 1 0.5 0


20 09 20 09

Paint Defect Reduction Target

20 09

20 09

20 09

20 09

20 09

20 09 19 / 6/

1/ 2

8/ 2

10 /

17 /

24 /

15 /

22 /

29 /

5/ 2

12 /

5/

5/

4/

4/

4/

5/

5/

5/

6/

26-Jun-09

6/

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6/

26 /

20 09

00 9

00 9

00 9

Team Exercise Part Three: Clarify Targets and Goals Complete Section Two (targets and goals) of A3 15 Minutes Set Targets and Goals Do What
To What How Much By When

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Exercise Three Review


Each team share their targets and goals with the other teams. Discuss and clarify the targets and goals. Does everyone agree that The the targets and goals are appropriate for the problem They are specific and measurable Targets and goals are aggressive but realistic

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Step 2: Finding the Root Cause

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The Four Step Process


Step Two
Step One: Find and Clarify the Problem
Understand the current situation Set standards as the foundation for PPS Surface the problems Build consensus and alignment Clarify goals and targets

Step Two: Find the Root Causes


Ask clarifying questions (when, where, how) Narrow the focus Brainstorm possible causes Determine the most likely contributors Determine the greatest actual contributors Confirm the root causes

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Analysis to Find Root Causes

The key to effective problem solving is to find the root cause(s) of the problem. This step requires detailed study and observation! This is where the majority of time is spent in problem solving.
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Finding Root Causes of Problems Root Causes are things that are happening that lead to the problem. Root Causes are at the bottom of every problem. The Root Causes are often hidden from view. Finding Root Causes requires digging.
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Watch out for traps


Not clearly understanding the needs of the organization or area Not clearly stating the needs (defining the situation) Knowing the answers prior to exploration Just listing the problems and getting started doing something Jumping from problem to solution without clear understanding and analysis Putting too much on the to do later list and not doing enough now

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Copyright 2003 Lean Associates, Inc. 859-552-5326

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Steps to finding the Root Causes of a Problem 1. Ask Clarifying Questions: What, when, where or how the problem happens 2. Narrow the focus 3. Brainstorm Possible Causes 4. Determine Most Likely Contributors (develop your theory) 5. Determine Greatest Actual Contributors (conduct your experiment) 6. Confirm the Root Cause.
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Narrowing Focus
L A R G E P R O B L E M
Many Possible Causes Most Likely Causes Point of Cause 5 Why Process
Root Causes

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Copyright 2005 Jeffrey K. Liker and David Meier

Ask Clarifying Questions: Where to Look for Root Causes

Point of Cause

Point of Occurrence

Point of Recognition

The Point of Cause may not be at the Point of Occurrence

Where the problem physically occurs

The problem is often detected at a later time. The worst is when it is at the customer.

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Relationship of Problem/Symptom/Cause
PROBLEM
(Virus) (Don't feel well)
ANALYSIS LEADS TO

AS A RESULT OF THE PROBLEM

THESE SYMPTOMS EXIST


(Aches and Fever)

ROOT CAUSES

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Copyright 2005 Jeffrey K. Liker and David Meier

Relationship of Problem/Symptom/Cause
SYMPTOMS:

PROBLEM
(Reduced Efficiency)

AS A RESULT OF THE PROBLEM

Increased Cost, Poor Customer Service

Quality Issue Causes

Therefore

Quality
(Errors and Omissions)

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Copyright 2007 Lean Associates, Inc. 859-552-5326

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Examples: What/Where/When
Machines, equipment and tools Precision Reliable and Repeatable Cycle time fast enough (too fast) Correct settings Fixtures / Tooling Any other issues like hitting things with a hammer to get them into the machine.
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Examples: What/Where/When
Environment (Workplace Layout) Lighting Temperature Work Position (Reaching / Overhead) Extreme Effort Noise Any other issues like extra effort or difficulties with work.
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Examples: What/Where/When
Work Method and Procedures Standard method defined and followed Correct pace Over-processing Evidence of correction or rework People (Man) Skills and Training Absenteeism Turnover
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Examples: What/Where/When
Materials, parts, products Incoming quality Size, shape, tolerances Material shortages, or outages Extra effort required to make parts work

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Narrow the Focus using Data


Problem Tracking Data Collection Sheet Problem: Paint Defects on the powder coat line are 2% over the standard Why? Quantity of Surging defects is high Reason: Need to brainstorm possible causes for surging

Possible Causes for Problem

Frequency

Total

Paint Surging (Splatters)

17

Heavy Paint

Thin Paint

12

Contamination

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Other

Narrow the Focus (Closing the Gap)


20 % of Causes (Critical Few)
Lead To

80% of the Gap 80% of Causes (Lots of Miscellaneous)


Lead To

20% of the Gap


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Case Example: Narrowing the Focus


18 16 14 12 10 8 6 4 2 0

Analysis of Paint Defects by Type

# Defects

Thin Paint

Paint Surging (Splatters)

Heavy Paint

Contamination

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Other

Brainstorm Possible Causes


Go and See to completely understand. Develop possible causes based on experience (educated guesses) and observation. Group and Organize (Example:4 Ms 1 E) After Brainstorming, clarify to ensure complete understanding (list then clarify).

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Case Example: Brainstorm Possible Causes


Why? Why?
Man Lack of Training Dont Care Method Operator Technique Motion Up Down Side to Side Machine Worn Gun Set Up Wrong Hose Kink Wrong Hose Worn Venturi Pump Worn
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Defect Rate in Powder Paint Paint Surging (Splatter)


Material Paint Clumps Wet Powder Defects on Parts Dirt in Parts Environment Poor Lighting Faraday Trap Mask and Suit

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Brainstorm Possible Causes


Brainstorming Worksheet
Problem Statement: Possible Causes: People List all possibilities without judgement

Method

Material

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Team Exercise Part Four: Brainstorm Possible Causes Brainstorm Possible Causes for the Problem Use the brainstorming worksheet as a guide Go and See to make sure you are not missing any possibilities. Use your knowledge and previous experience to gather ideas. Narrow, group, and organize your ideas. 40 minutes
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Exercise Four Review


Focus review on the brainstorming process rather than specific causes generated. What were the challenges of brainstorming? What were the benefits? Discuss any main ideas generated by brainstorming. Dont review every item- just some of the more surprising or perhaps previously unknown ideas that you believe warrant further investigation.
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Determine the Most Likely Contributors


Based on your facts, narrow the list of possible causes and decide on three (3) items you consider to be the Most Likely Contributors. Narrow the focus based on actual results. Use logic-do the results make sense? Look for consistency/variability: can we isolate the cause? Are we closing the gap between Point of Recognition and Point of Occurrence? Consensus Rules in making decisions.
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Determine the Most Likely Contributors To determine Greatest Actual Contributors investigate the Most Likely Contributors further: We must PROVE or DISPROVE through experimentation. We can always change our theory if we prove these are not actual contributors.

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Determine the Most Likely Contributors: The Scientific Method


Observation Go see problem at the point of occurrence Theory Ask what, when, how, and who to find possible
causes

Hypothesis Identify what you believe are the Most Likely


Contributors

Experiment Conduct experiments to verify Most Likely


Contributors are ACTUAL causes

Results Evaluate and verify Greatest ACTUAL Contributors Conclusions Prove or disprove your theory and
hypothesis based on results of experiments
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Why Experiment To Prove Theories? The Culture of Problem Solving Galileo gravity experiment

Which falls faster?

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Example of Worksheet
Most Likely Contributor Selection Worksheet
1. Review list of Possible Causes. 2. Combine any items that are the same or similar 3. Clarify any items to ensure all members understand the meaning 4. Use a voting method to decide which are the 3 Most Likely Contributors 5. Select items that happen most often or contribute the most to the gap (problem) Most Likely Contributor #1

Why do you believe this is a Most Likely Contributor? (List any obsevations or data)

What ideas do you have to prove that this is an actual contributor to the problem?

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Case Example: Determine Most Likely Contributors


Determined that the defect is actually a clump of paint on the surface (not contamination). Found that the hoses and venturi were in specification. Faraday Trap is inside corners and defect is on the outside of parts. Tested up-down motions and could not duplicate problem. Tested old and new guns- no difference. Operators showed concern and desire to solve problem.
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Case Example Continued: Process of Elimination


Defect Rate in Powder Paint
People Lack of Training Dont Care Method Operator Technique Motion Up Down Side to Side Machine Worn Gun Set Up Wrong Hose Kink Wrong Hose Worn Venturi Pump Worn Material Paint Clumps Wet Powder Defects on Parts Dirt in Parts Workplace Poor Lighting Faraday Trap Mask and Suit

Experimentation allows us to prove or disprove our theories.

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Most Likely Contributors: Team Exercise Part Five


Use the Most Likely Contributor Worksheet as a guide. Narrow your list of Possible Causes to three (3) items that have a high likelihood of being actual contributors to the problem. List your thinking as to why you believe your selections are Most Likely Contributors (theory). List any ideas to prove your thinking (hypothesis) 20 minutes

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Exercise Five Review Focus review on the selection process used to narrow to the Most Likely Contributors Do the reasons listed sound reasonable?

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Go See and Experiment: Determine the Greatest Actual Contributors


Defect Rate in Powder Paint
Method Operator Technique Machine Set Up Wrong

Point of Occurrence

Go to the Point of Occurrence and experiment

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Factors to Verify With Experiments


Operator Technique Theory Excessive wiggling Rapid movement Incorrect Equipment Set Up Theory Air Pressure High/Low Powder Flow High/Low KV Setting High/Low Fluidization of Powder

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Results of Experiments
Set Up Test
Air Pressure KV Powder Result

+ 10 PSI

No Change

No Change

No Problem

+ 20 PSI

No Change

No Change

X
Problem

+ 20 PSI

+ 2.O

No Change

X
More Problem

+ 10 PSI

+2.O

No Change

X
Problem

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Case Example: Greatest Actual Contributors

3. Cause Analysis Method Spraying Technique


Why?

Greatest Actual Contributors (Top 3)

Set-Up Air Pressure Setting too high

Set-Up KV Setting too high

Why?

Why?

Root Causes

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Team Exercise Part Six: Greatest Actual Contributors


Go to the workplace to observe the Most Likely Contributors Determine experiments to prove Greatest Actual Contributors Conduct experiments if possible. Complete section 3 (Cause Analysis) of the A3 to this point (Greatest Actual Contributors only) Dont try to identify ROOT CAUSES at this time! 30 minutes
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Exercise Six Review


Each team:
Share their process with the other teams. Explain the 3 Greatest Actual Contributors and why they were chosen (results of your experiments).

Does everyone agree on the following items:


The logic from the problem to the Greatest Actual Contributors makes sense? The team should pursue these actual contributors through root cause analysis?
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Confirm the Root Cause: Five Why Investigation


Why did that happen? Why did that happen? Why did that happen? Why did that happen? Why did that happen? Therefore! Therefore! Therefore! Therefore! Therefore!
Root Cause

Work backwards from the root cause to the problem statement saying Therefore between each Why statement If you can proceed logically from the last Why statement to the problem statement, the process was done correctly
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Case Example: Confirm the Root Cause


Why? Why?
Spray Technique KV Setting High Air Setting High

Defect Rate in Powder Paint


Paint Surging (Splatter)

Why?
Rapid Movement
Incorrect Incorrect

Setting

Setting

Why?
Cause Cause Cause Cause Cause

Why? Keep digging to get to root causes!


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Why ask why 5 times


If you stop short, you have only detected a partial cause and not a root cause
For example: In the old Cavalry days a battle on the frontier was lost The general at the time only asked why one time and he was told because our soldiers became dismounted from their horses He immediately ordered his men to undergo rigorous riding remedial training

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Why ask why 5 times


If the general knew about 5 Why Analysis and had asked why a few more times, he would have discovered:
Why did the soldiers become dismounted? Because the horses were going lame Why were the horses going lame? Because they were throwing a horse shoe Why were they throwing a shoe? Because they only had 3 of the required 5 nails installed Why were there only 3 nails installed? Because the blacksmith ran out of nails and spread the remaining nails as far as he could

By not asking enough Whys the action taken didnt address the true root cause.
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Common Five Why Mistake


Problem Statement: The defect rate is over goal Why? Too many defective parts Why? Parts are assembled incorrectly Why? Operator error Why? Parts don't align correctly Why? Poor design Why? Root Cause?? Designer didn't design correctly

The root cause points responsibility to someone else. It may be true, but it does not help us solve the problem. The root cause cant be corrected.
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Effective Root Cause Analysis


Problem Statement: The defect rate is over goal Why? Too many defective parts Why? Parts are assembled incorrectly Why? Operator error Why? Parts don't align correctly Why? Parts can be oriented incorrectly Why? Root Cause?? No error proofing device

We can correct the root cause. The solution is obvious!


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Case Example: Confirm Root Cause

3. Cause Analysis Method Spraying Technique

Greatest Actual Contributors (Top 3)

Set-Up Air Pressure Setting too high

Set-Up KV Setting too high

Why? (Does spraying technique cause splatter?) Why? (Is the air pressure set high?) Someone set incorrectly Gun moved rapidly causes paint to surge Why? (Is the gun being moved rapidly?) Operator uses a wiggling back and forth motion Why? (Does the operator use this motion?) Operator believes that moving back and forth increases coverage

Why? (Is the KV setting high?) Someone set incorrectly Why? (Did someone set incorrectly?) Why? (Did someone set incorrectly?) It is not clear what the correct setting is It is not clear what the correct setting is Why? (Is the setting not clear?) Why? (Is the setting not clear?) Proper setting not marked on the Proper setting not marked on the gauge gauge

Root Causes

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Team Exercise Part Seven: Confirm the Root Cause Continue asking Why? to find root cause. Confirm that you have found the root causes (Can you make the problem occur or stop?) Test using the therefore test. Complete the Cause Analysis (section 3) of the A3. Show any information related to the root cause analysis. Highlight the root causes identified.

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Exercise Seven Review


Each team share their root cause analysis with the other teams. Explain the Five Why process used to verify the root causes. Does everyone agree that the logic of the Five Whys make sense? the root causes have been verified and proven?

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Wrap Up Step Two


HOMEWORK: Work on previous team assignments. Complete or update sections 1, 2, and 3. Do you need to conduct any experiments? The Facilitator will be available for coaching. Questions?
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Step 3: Identify and Implement Countermeasures

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The Four Step Process


Step Three
Step Three: Identify and Step Four: Confirm and Implement Countermeasures Follow Up
Brainstorm countermeasures Evaluate and prioritize countermeasures Develop the Implementation Plan Verify plan effectiveness Modify implementation plan Confirm the results Standardize effective countermeasures Develop Future Steps

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Brainstorm Countermeasures Problems are never truly solved, they are merely kept in control (minimized). This control is called a countermeasure. The countermeasure must be used constantly to control the problem and remain effective. Failure to use the proper countermeasure will allow for reoccurrence (defects). There is no absolute countermeasure.
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Brainstorm Countermeasures
Emphasize quantity over quality. Suspend judgment-let ideas flow. Let one idea build upon the next. Record ideas rapidly for as long as you can without stopping. The Rule: The countermeasures must relate to the problem!!

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Evaluate Countermeasures
Countermeasure(s) should always be evaluated on their ability to achieve your target/goal. They should be effective:
Can you test the countermeasure?
Will this countermeasure be enough to achieve the target/goal?

Will this countermeasure prevent recurrence of the problem?


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Evaluate Countermeasures
They should be feasible. To Determine how feasible the countermeasure may be, ask the questions:
Can it be done by the team? Can it be done now? Is it low cost?

Must it be done by outside resources?


Will management/others buy into the solution?

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Evaluate Countermeasures
They should have impact! Ask what impact might this countermeasure have on:
Other processes and people? My job? My team?

Other operations?
The company as a whole?

Will the countermeasure create new problems?

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Prioritize Countermeasures
High

High Priority
Potential Value

First Priority Just Do Its


o Evaluate these first & implement ASAP
Prioritized list of ideas to be further evaluated

o Second wave

Defer
o Evaluate later
Low Difficult Ease of Implementation

Second Priority Just Do Its


o Second wave
Easy

o o o

Operational Risks (irreversible?) Need for capital Timing/resources required


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Prioritize Countermeasures
Keep both a short term and a long term perspective in mind. Short Term Countermeasures
What can fix the problem immediately? Does it help achieve the target or goal? Implement Short Term Countermeasures while developing Long Term Countermeasures.

Long Term Countermeasures


Offer the best combination of results. Does it really deal with the root cause of the problem? Does it really achieve your target or goal? Will it prevent recurrence of the problem?
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Case Example: Evaluate and Prioritize Countermeasures

4. Countermeasures Testing showed that it is possible to recognize the defect at the point of occurrence. Developed spot check procedure Short-Term (Temporary) Mark gauges with correct settings Implement process confirmation of gauges 4 times per shift by line leader Long-Term (Permanent): Use JI to re-instruct operators correct spray speed, distance, etc. Build in Spot Inspection at paint booth to prevent defect from going into oven. Repair can be made easily at paint booth.
Put lock on gauge setting to prevent changing without line leader awareness

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Develop the Implementation Plan


In the Problem-Solving Process, effective implementation cannot be assumed. Proper planning IS REQUIRED.

Develop a Plan to implement countermeasure(s)


Define necessary actions List actions required Sequence of actions required Specify who will do what, when, and where Test your thinking.

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Develop the Implementation Plan


Evaluate the Implementation Plan
Ask what if? to anticipate problems with the plan (Impact) Critical areas to question/validate include: Tight deadlines Costs Unclear responsibilities Possible adverse reaction Commitment by others to follow through

Modify the plan if necessary Communicate the Plan


Use the A3 format. Discuss with management, peers, and others affected

Execute the Plan


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Case Example: Develop the Implementation Plan

5. Implementation Plan
What will be implemented Who When Where Status

Behind 1 Color gauge face green showing proper setting range Kora S 4/30/2009 Paint Booth In front of 2 Develop visual cards indicating gauges checked 4 times per shift Kim M 5/5/2009 Paint Booth Complete Complete

3 Add spot inspection of problem area into standard work

Michael M

5/5/2009

Paint Booth

In Process

4 Install lock out on gauges

Matthew M

5/20/2009

Gauges

Scheduled

5.

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Team Exercise Part Eight: Evaluate & Prioritize Countermeasures; Develop Implementation Plan
Identify potential countermeasures (short-term and long-term) If possible, test effectiveness of temporary countermeasures. If a problem cant be stopped, can it be controlled? (Example: presort incoming material so that defects dont get to the line) Prioritize countermeasures and complete Countermeasures (section 4) of the A3. Complete the Implementation Plan (section 5) on the A3. Define necessary actions List the actions required Sequence of actions required Specify who will do what, when, and where 30 Minutes

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Exercise Eight Review


Each team share their countermeasures and implementation plans with the other teams. Explain how the countermeasures were determined and prioritized. Share the results of any tests. Use the A3 to show the plans.

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Step 4: Confirm and Follow Up

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The Four Step Process


Step Four
Step Three: Identify and Implement Countermeasures
Brainstorm countermeasures Evaluate and prioritize countermeasures Develop the Implementation Plan

Step Four: Confirm and Follow Up


Verify plan effectiveness Modify implementation plan Confirm the results Standardize effective countermeasures Develop Future Steps

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Verify Plan Effectiveness Monitor the progress of the implementation plan Was the implementation plan completed?
Was the target or goal achieved? Is it necessary to go back to identify additional countermeasures?
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Verify Plan Effectiveness

Verify the effectiveness of the countermeasures


Did the countermeasures effectively control the root causes? Has the problem been controlled?
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Modify Implementation Plan Evaluate results Was the experiment successful? Decide upon appropriate action(s) Modify implementation plan if necessary Select new Countermeasures

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Confirm the Results Countermeasures only control the causes of problems They must be constantly applied to prevent recurrence of a problem Countermeasures must be regularly confirmed to make sure they are still in place and being followed

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Confirm the Results Identify what must be monitored How will it be checked? Identify the frequency to check Who will be responsible? How will you make it visible so that everyone knows the countermeasure is working?

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Confirm the Results: Follow Up and Tracking

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Confirm the Results: Countermeasure Follow Up & Tracking

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Standardize Effective Countermeasures

Build countermeasures into the standard work Make countermeasures visual and easy to see and confirm Apply error proofing thinking so that countermeasures can not be omitted

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Case Example: Confirm and Follow Up

6. Follow-Up and Verification Check Method


Visual check of gauges and confirm inprocess inspection

Weekly Number of Paint Surge Defects

Check Frequency
Once at start of shift and any time the problem is detected

Who will Check?


Line Leader will check and will turn process confirmation card over to indicate that the check has been complete

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Develop Future Steps


1. Wrap up any remaining items 2. Request for assistance for issues outside control 3. Hand off responsibility for problem to owners
Sustaining Countermeasures Continuous Improvement Ensure alignment and agreement
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4. What problem will be tackled next?

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Develop Future Steps: The Art of Hansei

Hansei means deep reflection and self learning.


build on past success/learn from failures What did not work according to plan? Why? What will you change next time?

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Case Example: Develop Future Steps

7. Future Steps and Recommendations


Currently the team needs to continue to monitor the results and verify the countermeasures. One countermeasure remains to be implemented and is scheduled. Line Leader will have daily responsibility to confirm countermeasures and to confirm any time the surging defect occurs. The Team plans to go back and work on the thin paint issue which is the next highest defect category

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Confirm and Follow Up: Final Team Exercise


As a group, discuss what might be required to complete section 6 (Follow Up) of the A3 report.
Will it track progress to the target set in section 2 of the A3? Identify who will check, how, and when will results be tracked and reported?

Discuss how we might complete Future Steps and Recommendations (section 7) of the A3 report.
List any recommendations needed to further reduce the problem (help from others, etc.) How will we do Hansei? Based on our learning, discuss what you would do differently next time and why.

20 minutes

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A3 Example

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Wrap up and Report Out


Present A3s to management team. Share your thoughts on the class
Lessons Learned Benefits

What you will do next? What now? What will we do TOMORROW? How can we transform from Externally Driven to Internally Focused? How will we support each other? Teach others?

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