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QC Approach to Problem Solving

Assoc. Prof. Ir. Dr. Cheong Kuan YewSchool of Materials & Mineral Resources Engineering

Engineering CampusUniversiti Sains Malaysia

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Topic Outcomes At the end of this lecture, students will be able to:

Describe and classify the implementation procedures of problem solving.

Select, construct, apply, and interpret quality tools. Relate and apply quality tools to problem solving. List and differentiate type of quality and management

& planning tools. Select, construct, apply, and interpret basic

management and planning tools (7 new QC Tools).

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Topic OutlineTopic Outline What is Problem? How to Solve Problems? What is QC Approach to Problem Solving? Problem Solving Procedure

By Classic ApproachBy 8-Discipline

Management & Planning Tools - 7 New QC Tools

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Problems

Problem Solving

Emergency Measures Preventive Measures

Classic Approach (7 QC Tools)

Ford’s 8-D Approach

Quality Tools Management & Planning Tools

“7 New QC Tools”

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[1] What is Problem ? Failure Need a better way of doing things Complaint Claim Things that are not easy to control Tiring and hard to do things Waste and variation Things not done quickly and accurately Not effective and efficient Not according to target, policy, and mission

Cause

Losses

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[2] How to Solve Problems? 2 ways of approaching problem solving:

(1) Emergency measures (2) Preventive measures

Improvement Topic of discussion

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[3] What is QC Approach to Problem Solving ?

Finding logical solutions to technical problems of the workplace (team approach)

A verification-type approach based on data. An effective way of solving problems. A step-by-step procedure. Meticulous implementation of each step brings

about quick, positive, and effective solution of problems.

A preventive measures

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[4] Problem Solving Procedure 2 approaches:

(1) Classic Approach – 7 steps (2) 8-Discipline Approach – 8 steps

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[4.1] Problem Solving by Classic Approach

Procedure No. Basic Step Things to do

1 Selecting theme Identify the problem. Decide a theme.

2Understanding the current situation and setting targets

Understand current situation: Collect facts. Decide what to attack (characteristic values).Set Targets: Decide targets (target values and deadlines).

3 Creating a plan of action

Decide what to implement. Decide schedule, role assignment, etc.

4 Analyzing the factors

Investigate characteristic values and current situation. List factors. Analyze factors. Decide countermeasures.

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Procedure No. Basic Step Things to do

5Developing and implementing

countermeasures

Develop countermeasures: Propose ideas for countermeasures. Think about specific countermeasures. Reconfirm the nature of the countermeasures.Implement countermeasures: Consider method of approaching countermeasures. Implement countermeasures.

6 Analyzing the factors

Confirm result of countermeasures. Compare with targets. Identify results (concrete and abstract).

7Standardization and establishing

control

Standardize: Establish and improve standards. Decide control methodology.Establish control: Raise consciousness of all concerned. Educate supervisors. Confirm that things stays on track.

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[4.2] How to Publicize/Report QC Approach to problem Solving?

QC Story or QC Storyboard. One method for publicizing or reporting instances of

QC approach to problem solving. Fitting the story into this framework makes the

process and result of problem solving activities easier to understand and makes reporting clearer.

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[4.3] The QC Story and Problem Solving Procedures

The QC Story and Problem Solving ProcedureIntroduction

General description of work process

1.Reasons for selecting the theme.

2. Understanding the current situation & setting targets.

3. Creating a plan of action.

4. Analyzing the factors.

5. Developing and implementing countermeasures.

6. Confirming effectiveness.

7. Standardization & establishing control.

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[4.4] 7 QC Tools for Problem Solving

7 (classic) QC Tools Pareto Diagrams Cause and Effect Diagrams Graphs Check Sheets Histograms Scatter Diagrams Control Charts

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Relating Problem Solving Procedures to 7 QC Tools

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[4.2] Problem Solving by 8-Discipline

Another method for logical solution to technical problems by transverse working team

Ford’s team-oriented problem solving (TOPS) methods

An essential requirement to be followed under the QS9000 system

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Team-oriented and well-organized – to provide creative and permanent means of solving problems, it requires a variety of inputs for best results.

Applicable to all kinds of quality problems and effectively helps communication between departments confronted with common problems.

8-D results are documented as problem solution report.

Enhance contribution of SPC techniques to quality improvement

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Contents of 8-D Format: 1D: Team Organization / Define Problem 2D: Problem Description 3D: Containment Action 4D: Source of problem / Find & Verify Root

Cause 5D: Find & Verify Corrective Action 6D: Corrective action implementation and

result evaluation 7D: Problem recurrence preventive system 8D: Praise to the team / Completion

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8 Disciplines for

Problem Solving

2DProblem

Description3D

Containment Action

5DFind & Verify

Corrective Action

6DImplement

Corrective Action7DPrevention8D

Completion

4DFind & VerifyRoot Cause

1DDefine

Problem

8-Steps Method (8D) Overview

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1D Preparation Before we start an 8D analysis

Get an overview of the problem! Safety first! Collect all information which is already available! Don’t back off since it is a unknown or new problem! Is it necessary to solve the problem? Get the right specialists/experts! Escalate if too big. Make the decision to solve the problem! Either yourself

or your manager.

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2D Expectation Problem description

give a simple and close to the point description of the problem using the 4 questions: What? Where? When? Trend?

explain the situation precisely especially during pass down situations Alternatively use chronological problem description:

first this happened, then I did XY, … collect all useful information available in systematic way before

handing over

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2D The 6 Questions

Who? What? Where? When? How? How much/many?

5W-2H

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2D Problem description Questions to ask

Who detected it? What Object?What Defect? Where on the object is the defect observed and how (by

which controlling inspection?)Where in the lot (on all wafers or only in a box)? Where on the wafer/chip (all wafers, all chips, on the chip, distribution)?

When was the problem first observed? "When since then?“ When in the history or lifecycle observed (OP Nr.)“

How this happened? How many units are defect?

How many Chips per lot? Is the trend stable, increasing, decreasing?

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3D Containment / immediate actions1. Are containment actions necessary? If yes:2. List and prioritize possible containment actions3. Decide which containment actions to implement4. Consider unwanted side effects 5. Implement containment actions Scientific problem Time might not matter so much. Industry problem In most cases time is very critical, i.e. the

customer is waiting for the delivery or a new technology has to be in time for the market

Containment Actions should buy you time to solve the problem!

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3D Checklist for Containment All necessary safety measures – Safety first! Prevent damage to customer

Delivery of bad quality ( shipping stops,recall) Use of bad quality pieces already delivered Not fullfilling our delivery commitments ( supply chain, logistics)

Prevent damage/further waste/costs Production stops/redirection/equipment exclusions/ Increased control steps Inform all parties Minimize influence of problem on other products/areas

The following items are not a true containment, but they are helping to solve the problem faster Ensure collection of more data Additional measurements/tests Gather/structure available data Ensure evidence/do not destroy evidence, chance to find out root cause

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4D Find (root) cause1. List possible root causes (hypothesis)2. Check causes against problem description

Most likely causes3. Prove the (root) cause4. If (root) cause is not proved, repeat 4DExpectations

not jump to conclusions but keep the view unbiased in describing the problem

collect all useful information available in systematic way first consider several possible root causes and to check them

against the data

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The 4 Questions and Hypothesis Checking The basic idea: Checking of causes (hypothesis) against the

problem description to identify most likely causes.

Description Possible Cause A Possible Cause B

What? √ √

Where? √ √

When? √

How much?How big √ √

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The 4 Questions and Hypothesis Checking Example:

Fuel consumption of car

Description Hypothesis A: Wrong engine settings during service three months ago.

Hypothesis BNew company location moved to downtown two months ago; mainly urban driving

What? Highfuel consumption

OK OK

Where?My car WMY-2601 at petrol station

OK OK

When?For the last two months

Does not match(2 vs 3 months)

OK

How much?2l/100 km consistently

Possible OK, plausible for urban driving

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5D Find and verify corrective action1. Develop potential corrective actions2. Check whether corrective actions removes the problem

1. Importance of root cause finding If we do not eliminate the root cause the problem will appear again

(in other) variations Sustainable Continuous Improvement and Problem Solving is

based on implementing actions which eliminate root causes.

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6D Implement corrective action - standardize

1. Implement corrective actions from 5D following a implementation plan

2. Remove containment actions

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7D Prevention & Best Practice Sharing1. Analyze root cause even deeper (i.e. with 5W

(cause of the cause))2. Monitor the implemented corrective actions

does it work long term or in high volume3. Think exceeding the reaction on the problem,

develop proactive measures (lessons learned for similar problems)

4. Check if best practice exchange (sharing) is possible

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8D Team congratulation1. Document procedure and results2. Acknowledge performance and

achievements of team & members 3. Close 8D

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8 Disciplines for

Problem Solving

2DProblem

Description3D

Containment Action

5DFind & Verify

Corrective Action

6DImplement

Corrective Action7DPrevention8D

Completion

4DFind & VerifyRoot Cause

1DDefine

Problem

8-Steps Method (8D) Overview

0DInformation collection &

assessment + initiate ERA

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7 New QC Tools

[5] Management & Planning Tools

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Reflection

End of Topic