TOTAL SLIDE :- 21 SLIDE-1

A COMMON APPROACH
TO PROBLEM SOLVING
1.
IDENTIFY THE PROBLEM

7.
2.
MEASURE & EVALUATE
DETERMINE AND RANK CAUSE
RECOGNIZE THE TEAM PLAN
ACT

7-STEP PROBLEM
SOLVING
PROCESS DO
6. 3.
CHECK
PLAN/ IMPLEMENT/ TAKE SHORT TERM ACTION
FAILSAFE SOLUTION

5.
4.
CONDUCT TEST/ ANALYZE
GATHER DATA/ DESIGN TEST
DATA/ SHEET SOLUTION
 SLIDE - 2
PROBLEM SOLVING PROCESS
1. IDENTIFY THE PROBLEM 2. DETERMINE POSSIBLE CAUSES AND RANK THEIR
IMPORTANCE
PARETO

BRAINSTORMING
TREND

CAUSE AND EFFECT

CONTROL
CHART

FLOW CHART
FMEA

3. TAKE SHORT TERM ACTION IF REQUIRED

4. GATHER DATA AND DESIGN TEST OF CAUSES
(I.e. to protect the customer)
TO QUANTIFY THEIR CONTRIBUTION
100 % inspection HISTOGRAM
Sorting

5. CONDUCT TEST, ANALYZE DATA AND SELECT SOLUTION. 6. PLAN AND IMPLEMENT SOLUTION, FAIL - SAFE
Cpk WHERE POSSIBLE
5 Why’s
Tables
Linear Graphs
Software

7. MEASURE AND EVALUATE FOR CONTINUOUS IMPROVEMENT AND RECOGNIZE TEAM.

control charts
Trends
 STEP - I IDENTIFY THE PROBLEM SLIDE - 3

STEP - 1 Stratify Data to analyze Symptoms

IDENTIFY THE PROBLEM
. Stratification breaks down single numbers into meaningful categories
to gain more information and focus efforts.
DESCRIBE THE SYMPTOMS

. Categories could be periods of time, shift, location, department, etc.

ANALYZE THE SYMPTOMS
. Data can be stratified using pareto diagrams, run charts, control charts,
or histograms.

DEVELOP PROJECT STATEMENT

PROBLEM STATEMENT NEXT STEP : DEVELOP A PROJECT STATEMENT

CRITERIA
Emphasize : After developing a problem statement the next step is
•Specific & Measurable to develop a project statement. A project statement is a formal
statement of the problem and what results will be achieved or the
•Relates to the performance of the
goal of the team. The project statement should never imply cause,
organization
blame, or solution. Example of a good project statement : “ About
• Never implies blame, cause, 20% of the order forms that our organization generates must be
solution returned to us for additional processing, therefore we want to
eliminate the returned forms..”
 SLIDE- 4
STEP - I IDENTIFY THE PROBLEM

• PURPOSE
FLOW CHART • Define the process being studied
• What is it ?
• Get agreement
•… A picture of any process
• Identifies “value added” activities
•…Drawn with standard symbols representing different types of activities.
• Identifies areas of data stratification
•…Depth (high-level to detailed) and style chosen should be consistent and useful
• Documents changes to the process
•…Different styles available, 2 covered
• Development • WHEN IT IS USED ?
• Process •… Answer “yes” to all of the following

WHERE TO USE A FLOW CHART ? •is a picture of the process needed.

•Is it necessary to show the
relationship of the people and process
step ?
•Will the process be pictured as it
actually operates.
1.
IDENTIFY THE PROBLEM
7.
MEASURE & EVALUATE 2.
RECOGNIZE THE TEAM DETERMINE AND RANK CAUSE

STUDY THE FLOW CHART

ACT PLAN

7-STEP PROBLEM SOLVING

3.
PROCESS
6.
PLAN/ IMPLEMENT/
TAKE SHORT TERM ACTION
1. Examine each symbol
FAILSAFE SOLUTION CHECK
DO

5. 4. 2. Examine each rework

CONDUCT TEST/ ANALYZE GATHER DATA/ DESIGN TEST
DATA/ SHEET SOLUTION loop
 SLIDE - 5
STEP - I IDENTIFY THE PROBLEM

“ WHY QUESTIONS
Common Questions “Why” Follow-ups Possible Changes
What is done ? Why is it done Eliminate it.
Combine it with another step.
Where is it done ? Why is it done there ? Change the place.
When is it done ? Why is it done then ? Change the sequence.
Who does it ? Why does that person do it ? Change the responsible
individual.
How is it done ? Why is it done that way ? Improve it.

POTENTIAL PITFALLS FLOW CHART

• Failure to document the actual process because …
• The designer of the process draw the flow chart to
represent the process they designed.
• Team members do not know how the process operates
(only the process operators know).
• Process operators are reluctant to say how they actually do the
process.
• REMEMBERS
• A flow chart is a picture of a process.
• Choosing the style and depth of detail
depends on the process.
• Everyone involved with the process should
help in construction and agree on the picture.
• A flow chart is a dynamic tool which should
be changed when process changes are made.
 STEP - I IDENTIFY THE PROBLEM SLIDE- 6

RUN CHART •WHAT DOES IT LOOK LIKE ?

• WHAT IS IT ? OPERATOR PERFORMANCE
• A line graph of data plotted over time.
• A tool used when gathering baseline data at the beginning of a project or 100%
to monitor after improvement.
80%
P
• A tool used to show : E
R
60%
• Recurring cycles, trends, or shift F
O 40%
• Improvements, when charting is ongoing. R
M 20%
A
•If the process is centered around the average. N 0%
C
• Amount of the variability in the process. E
TIME SCALE
WHERE TO USE A RUN CHART ?

1.
IDENTIFY THE PROBLEM
7.
MEASURE & EVALUATE 2.
RECOGNIZE THE TEAM DETERMINE AND RANK CAUSE

ACT PLAN

7-STEP PROBLEM SOLVING

3.
6. PROCESS TAKE SHORT TERM ACTION
PLAN/ IMPLEMENT/
FAILSAFE SOLUTION CHECK
DO

5. 4.
CONDUCT TEST/ ANALYZE GATHER DATA/ DESIGN TEST
DATA/ SHEET SOLUTION
 STEP - I IDENTIFY THE PROBLEM SLIDE - 7

RUN CHART RUN CHART

• WHEN IS IT USED ? • HOW IS IT MADE ?
… Answer “yes” to all of the following : 1. Draw horizontal and vertical axes.
1. Is the data collected over time ? 2. Label the horizontal axis TIME.
2. Is the time order of the data preserved ? 3. Label the vertical axes with
CHARACTERISTIC MEASUREMENT.
4. Plot the value on the chart.
5. Interpret the chart.

RUN CHART
RUN CHART
• HOW TO INTERPRET ?
• POTENTIAL PITFALLS
• Look for runs
• To see every variation in data as important.
Seven points in a row rising or falling.
• Different scaling can effect the perception of variation.
•Look for non random patterns
•Look for excessive variation
•Look for unacceptable levels of performance
 STEP - I IDENTIFY THE PROBLEM SLIDE - 8

PARETO CHART PARETO CHART

• WHAT IS IT • HOW IS IT MADE
• A bar chart which ranks related measures in 1. Select the logical categories.
decreasing order of occurrence.
2. Specify the time period.
3. Collect the data.
4. Construct a frequency table.
•WHAT DOES IT LOOK LIKE ?
5. Calculate the cumulative percentage of for each categories.
NO. OF
CUMULATIVE 6. Draw the scale the horizontal and vertical axes.
CUSTOMER
PERCENTAGE OF
INPUTS
TOTAL 7. Draw the label the bars for each categories, draw the
cumulative percentage line.

VITAL
8. Review the results of the pareto.
FEW
TRIVAL
MANY

TYPES OF DEFFECTS
 SLIDE - 9
STEP - 2 DETERMINE AND RANK CAUSE

STEP - 2 Identify Major Categories - 5 M’s

DETERMINE AND RANK CAUSE Manpower Material

Determine Major
Categories of Causes
Measurement Method

Identify Subsidiary
Causes Machine

Rank Most Likely

Root Causes
 SLIDE- 10
STEP - 2 DETERMINE AND RANK CAUSE

Identify Major Categories - 5 P’s

PROBLEM :-
LOST CONTROL
PEOPLE PROVISIONS OF CAR
(SUPPLIES)
5 WHY QUESTION TECHNIQUE
Why did the car lose control ?
PLACE PROCEDURES Because of the mechanical failure
(ENVIRONMENT) Why was there mechanical failure ?
Because of the brake failure.
Why was there brake failure ?
PATRONS Because of the fluid loss.
(CUSTOMERS) Why was there fluid loss ?
Because of a worn brake hose.
Why did the hose wear out ?
Because of exposure to different
temperatures and chemicals.
 SLIDE - 11
STEP - 2 DETERMINE AND RANK CAUSE
CAUSE AND EFFECT DIAGRAM CAUSE AND EFFECT DIAGRAM
• WHAT IS IT • WHEN IS IT USED ?
• A picture of the possible causes of a specific • Answer “ yes” to all of the following :
problem or effect.
1. Do root causes of a problem need to be identified?
•Shows relationship between causes bad effects.
2. Do many ideas and/ or opinions exist about the causes ?
• Uses a systematic logical reasoning approach to
identify the root cause of a problem.
• Also called Ishikawa Diagram or Fishbone
Diagram.

WHERE IS THE CAUSE & EFFECT DIAGRAM USED ?

1.
IDENTIFY THE PROBLEM
7.
MEASURE & EVALUATE 2.
RECOGNIZE THE TEAM DETERMINE AND RANK CAUSE

ACT PLAN

7-STEP PROBLEM SOLVING

3.
6. PROCESS TAKE SHORT TERM ACTION
PLAN/ IMPLEMENT/
FAILSAFE SOLUTION CHECK
DO

5. 4.
CONDUCT TEST/ ANALYZE GATHER DATA/ DESIGN TEST
DATA/ SHEET SOLUTION
 SLIDE - 12
STEP - 2 DETERMINE AND RANK CAUSE

BRAINSTORMING .. WHAT IS IT ? PRACTICAL RULES FOR BRAINSTORMING

• Start with silent “think” time.
• Method to generate lots of ideas.
• Post “Ready” statement.
• NO EVALUATION
• Build upon ideas.
• The more ideas, the better.
• Do not explain ideas.
•Be childlike.

“The best way to get great ideas is to get lots of ideas and
throw the bad ones away.” BRAINSTORMING …..Tips
• Prepare
Tell people subject before session
Develop a brainstorming “statement”
PARADIGMS • Group Size
4-12 people
• Sets of rules and regulations that we use • Meeting Place
to set boundaries for ourselves and then to
Rip Chart
instruct us how to behave inside those
boundaries so that we are successful. Fun and creative place

•People need to get out of the paradigm • Warm-up

and look for better ways.
 SLIDE - 13
STEP - 3 TAKE SHORT TERM ACTION

STEP - 3
TAKE SHORT TERM ACTION

• Maintain good customer relations

• Protect the safety of employees.

• Implement temporary fix when solution is simple and obvious

 SLIDE - 14
STEP - 4 GATHER DATA/ DESIGN TEST

STEP - 4
GATHER DATA/ DESIGN TEST DECIDE WHO SHOULD COLLECT THE DATA
•Data collectors should be the people who have the most
immediate access to the information.
• Take care when asking co-workers questions
DEVELOP A DATA
- Explain what and why .
COLLECTION PLAN

DESIGN A TEST
DATA BIAS
IF NECESSARY
• The process of data collection introduces new conditions in the
process - Altering the process itself.
• People fear judgement and alter the data collection.
• People draw their own conclusion and tamper with the process
while collecting data.
QUALITY TOOLS AND TECHNIQUES

• Flow Charts

CHECK RESULTS OF DATA COLLECTION PLAN

• Check Sheet • Is there evidence of bias ?
• Is the number of observations collected the number specified ?
• Run Chart • Are there missing observations ?
• Do cases collected by different collectors look about the same ?
• Control Charts
 STEP - 4 GATHER DATA/ DESIGN TEST SLIDE - 15

WHERE IS THE HISTOGRAM USED ?

1.
IDENTIFY THE PROBLEM
7.
MEASURE & EVALUATE 2.
RECOGNIZE THE TEAM DETERMINE AND RANK CAUSE

ACT PLAN

7-STEP PROBLEM SOLVING

3.
6. PROCESS TAKE SHORT TERM ACTION
PLAN/ IMPLEMENT/
FAILSAFE SOLUTION CHECK
DO

5. 4.
CONDUCT TEST/ ANALYZE GATHER DATA/ DESIGN TEST
DATA/ SHEET SOLUTION

HISTOGRAM HISTOGRAM
• WHEN DO YOU USE IT ? 1. Select the class
• Do you have a data set of related values, Determine the number of classes (grouping of data)
either count or measurement data ?
Determine the class width and boundaries.
• Is it important to visualize center, width,
2. Record the data.
and shape of the data ?
3. Prepare the axis
Draw and label the horizontal and vertical axis.
Scale and label each axis.
4. Draw the histogram
5. Identify and classify the pattern of variation.
6. Develop an explanation for the pattern
 SLIDE - 16
STEP - 5 CONDUCT TEST/ ANALYZE DATA/ SHEET SOLUTION

STEP - 5 CONDUCT TESTS

CONDUCT TEST/ ANALYZE DATA/
SHEET SOLUTION
• Be sure to follow plan - train people in how to use forms or new procedures.
• Let people involved know the purpose of the tests.
• Test that the effect is produced when the cause is there, and not produced
when the cause is not there.

CONDUCT TEST
IF NECESSARY ANALYZE THE DATA

• Organize the data

ANALYZE DATA Histogram Run Chart Control Chart Pareto Chart

• Analyze the data

IDENTIFY POSSIBLE What pattern appear ?
SOLUTIONS Do the errors (symptoms) occur in a manner consider with your
hypothesis about possible causes ?

• Use the data

SELECT SOLUTION
Did the data clearly confirm your theories of causes ?
What questions did the data raise ?
 SLIDE - 17
STEP - 5 CONDUCT TEST/ ANALYZE DATA/ SHEET SOLUTION

IDENTIFY POSSIBLE SOLUTIONS

READY, FIRE, AIM ……

READY……..IDENTIFY YOUR GOAL

FIRE ………. BRAINSTORM

How can we ?….
Adapt
Modify
Minify
Substitute
Rearrange
Reverse
Combine
AIM… SELECT THE SOLUTION
•REDUCE
Clarify and combine
•DISCUSS
•SELECT
Select criteria
Evaluate against Criteria
 SLIDE - 18
STEP - 6 PLAN/ IMPLEMENT/ FAILSAFE SOLUTION

STEP-6 CONSIDER SMALL SCALE IMPLEMENTATION

Would failure have a catastrophic impact ?
Is new technology being tried
PLAN SMALL SCALE Are detailed standard operating procedures needed ?
IMPLEMENTATION
FAILSAFE WHERE POSSIBLE
A tool that helps to eliminate unconscious errors
Failsafe is not error proof
Is helpful in highly repetitive situations - But there is a point of diminishing
returns.
IMPLEMENT SMALL
IMPLEMENT PLAN
SCALE PLAN
Determine what measure will indicate whether the improvement was a success
Continue long enough to work out the bugs

STUDY THE RESULTS

STUDY THE RESULTS

Have you eliminate the symptoms identified in step-1

Have you increased the quality of work ?
Have you increased customer satisfaction
Is there statistical evidence of an improvement in the process
 SLIDE - 19

CONTROL CHARTS
• What is it ?
• A tool that monitors the performance and stability of a
process over time. It can tell you two things :
• Whether a process is operating normally.
• Whether a change has occurred that requires your
attention and investigation.

COMMON AND SPECIAL CAUSE OF VARIATION

CONTROLLED VARIATION :- ( Random Variation)
COMMON CAUSES
Inherent in process hour after hour, day after day, affect
everyone in the process.
UNCONTROLLED VARIATION (Nonrandom Variation)
SPECIAL CAUSES
Appear because of special circumtances

VARIATIONS
Variation there will always be, between people, in output, in
service, in product. What is the variation trying to tell us ?
W. Edwards Deming
•Blaming peaples for problem beyond their control
•Speding money for new equipment that is not needed
•Wasting time looking for explanations of a perceived trend
when nothing has changed.
•Taking action when it would have been better to do nothing
 SLIDE - 20
STEP - 6 PLAN/ IMPLEMENT/ FAILSAFE SOLUTION

STUDY THE RESULTS

Analyze Deviations in Plans

We conformed to We deviate
Plan From Plan
The results are Proceed to wider Determine the
acceptable implementation causes of the results
The results are Return to step-1 Return to step-5,
unacceptable identify the review solutions
problem or step-2 and workability of
(Determine Cause) the plan
 SLIDE - 21
STEP - 7 MEASURE & EVALUATE ; RECOGNIZE THE TEAM

MONITOR THE NEW METHOD

STEP - 7 DELIGHTED CUSTOMERS
• Determine appropriate quality
tools to monitor the new process (
PROBLEM Consider using the same quality
DOCUMENT THE
SOLUTION tools and measures used to identify
NEW METHOD the problem and verify causes.)
DOCUMENT • Determine who will monitor the
process.

MONITOR • Determine who will take action if

conditions are out-of-control
PERFORMANCE
• Determine if there are any other
ways to improve the system.

PRODUCT OR SERVICE DATE QUALITY MEASURE

RECOGNIZE NEW METHOD/ PROCESS NEW JOB WHO PERSON IN
THE TEAM INSTRUCTIONS CHECKS CHANGE OF
ACTION

RECOGNIZE THE TEAM

PARTY