Beruflich Dokumente
Kultur Dokumente
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
Revision 9
Revision 9
Surface Problems
of success)
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)
Revision 9
P e rf o rm anc e Me as ure R e d uc e d L e ad T im e
Me tho d P ull S ys te m
Revision 9
Revision 9
Why are we here? 1. Recognize the importance of Practical Problem Solving. Purpose Process Payoff 2. Skills development: learn the Practical Problem Solving Process!
Revision 9
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??
Revision 9
Revision 9
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.
Copyright Lean Associates, Inc. www.leanassociates.com
Revision 9
Project Project
Project
Project
Project
Revision 9
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
Revision 9
Revision 9
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? ______
Copyright Lean Associates, Inc. www.leanassociates.com
17
Revision 9
Yes
Yes
Yes
No
Yes
Revision 9
No Problem
Standard
Where you want to be.
Quantifiable
G A P
Current Situation
Where you are now.
Problem
Revision 9
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
Copyright Lean Associates, Inc. www.leanassociates.com
Revision 9
Revision 9
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?
Revision 9
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
Revision 9
Lead To
Revision 9
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
Revision 9
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)
Copyright Lean Associates, Inc. www.leanassociates.com
Revision 9
Revision 9
Revision 9
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?
Copyright Lean Associates, Inc. www.leanassociates.com
Revision 9
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
Revision 9
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
Copyright Lean Associates, Inc. www.leanassociates.com
Revision 9
A3 Thinking
Understanding Causality Seeking Predictability Ensuring Ongoing, Unending Learning
Revision 9
Revision 9
36
Revision 9
Desired Situation (Goal or Standard) Gap between actual and desired Extent of the problem
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
Revision 9
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
Revision 9
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
Revision 9
Revision 9
Paint Defects
2%
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/
Revision 9
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
Revision 9
Revision 9
Revision 9
Revision 9
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.
Copyright Lean Associates, Inc. www.leanassociates.com
Revision 9
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.
Copyright Lean Associates, Inc. www.leanassociates.com
Revision 9
Revision 9
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.
Copyright Lean Associates, Inc. www.leanassociates.com
Revision 9
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
Revision 9
Point of Cause
Point of Occurrence
Point of Recognition
The problem is often detected at a later time. The worst is when it is at the customer.
Revision 9
Relationship of Problem/Symptom/Cause
PROBLEM
(Virus) (Don't feel well)
ANALYSIS LEADS TO
ROOT CAUSES
Revision 9
Relationship of Problem/Symptom/Cause
SYMPTOMS:
PROBLEM
(Reduced Efficiency)
Therefore
Quality
(Errors and Omissions)
Revision 9
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.
Copyright Lean Associates, Inc. www.leanassociates.com
Revision 9
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.
Copyright Lean Associates, Inc. www.leanassociates.com
Revision 9
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
Revision 9
Examples: What/Where/When
Materials, parts, products Incoming quality Size, shape, tolerances Material shortages, or outages Extra effort required to make parts work
Revision 9
Frequency
Total
17
Heavy Paint
Thin Paint
12
Contamination
Revision 9
Other
Revision 9
# Defects
Thin Paint
Heavy Paint
Contamination
Revision 9
Other
Revision 9
Revision 9
Method
Material
Revision 9
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
Copyright Lean Associates, Inc. www.leanassociates.com
Revision 9
Revision 9
Revision 9
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.
Revision 9
Results Evaluate and verify Greatest ACTUAL Contributors Conclusions Prove or disprove your theory and
hypothesis based on results of experiments
Copyright Lean Associates, Inc. www.leanassociates.com
Revision 9
Why Experiment To Prove Theories? The Culture of Problem Solving Galileo gravity experiment
Revision 9
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?
Revision 9
Revision 9
Revision 9
Revision 9
Exercise Five Review Focus review on the selection process used to narrow to the Most Likely Contributors Do the reasons listed sound reasonable?
Revision 9
Point of Occurrence
Revision 9
Revision 9
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
Revision 9
Why?
Why?
Root Causes
Revision 9
Revision 9
Revision 9
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
Copyright Lean Associates, Inc. www.leanassociates.com
Revision 9
Why?
Rapid Movement
Incorrect Incorrect
Setting
Setting
Why?
Cause Cause Cause Cause Cause
Revision 9
Revision 9
By not asking enough Whys the action taken didnt address the true root cause.
Copyright Lean Associates, Inc. www.leanassociates.com
85
Revision 9
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.
Copyright Lean Associates, Inc. www.leanassociates.com
Revision 9
Revision 9
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
Revision 9
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.
Revision 9
Revision 9
Revision 9
Revision 9
Revision 9
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.
Copyright Lean Associates, Inc. www.leanassociates.com
Revision 9
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!!
Revision 9
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?
Revision 9
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?
Revision 9
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?
Revision 9
Prioritize Countermeasures
High
High Priority
Potential Value
o Second wave
Defer
o Evaluate later
Low Difficult Ease of Implementation
o o o
Revision 9
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.
Revision 9
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
Revision 9
Revision 9
Revision 9
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
Michael M
5/5/2009
Paint Booth
In Process
Matthew M
5/20/2009
Gauges
Scheduled
5.
Revision 9
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
Revision 9
Revision 9
Revision 9
Revision 9
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?
Copyright Lean Associates, Inc. www.leanassociates.com
Revision 9
Revision 9
Modify Implementation Plan Evaluate results Was the experiment successful? Decide upon appropriate action(s) Modify implementation plan if necessary Select new Countermeasures
Revision 9
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
Revision 9
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?
Revision 9
Revision 9
Revision 9
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
Revision 9
Check Frequency
Once at start of shift and any time the problem is detected
Revision 9
Revision 9
Revision 9
Revision 9
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
Revision 9
A3 Example
Revision 9
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?
Revision 9