STEP 1 PROBLEM CLARIFICATION STEP 7a ROOT CAUSE IDENTIFICATION

Problem Identification / Information Current Condition

WHO

WHEN Ideal / Standard Condition

WHERE

WHAT Problem Statement

HOW

OTHER

STEP 2 CONTAINMENT

HOW WHO

WHERE WHEN

STEP 3 & 4 POINT OF CAUSE & ANALYSIS OF CURRENT SITUATION

STEP 7b ROOT CAUSE

STEP 8 COUNTER MEASURE EVALUATION

Summary of Problem to Pursue

STEP 5 TARGET CONDITION

STEP 6 STEP 9 COUNTER MEASURE IMPLEMENTATION PLAN

STEP 10 CHECK COUNTER MEASURES (MONITOR)

STEP 11 FEED BACK / FEED FORWARD

STANDARDISATION SHARE

DIRECT CAUSE INVESTIGATION

MAN METHOD

MACHINE MATERIAL

PROBLEM to PURSUE

1 2 3 4

1 2 3 4

Customer Process Other

Process Other

Process Other

OtherProcess

O T XPotential cause investigated & confirmed ok to standard or dismissed based on fact Potential cause investigated , confirmed as a contributor Potential cause investigated & confirmed as direct cause

CLOSE DATEOPEN DATE SIGN OFFPPS NO.

MILESTONES

SIGN OFF

IMPROVEMENT TEAM MEMBERS

LEADER

Customer Customer

Customer

ENVIRONMENT

TITLE

WHY ?Therefore

WHY ?Therefore

WHY ?Therefore

WHY ?Therefore

WHY ?Therefore

WHY ?Therefore

STEP 1 PROBLEM CLARIFICATION STEP 7a

Problem Identification / Information Current Condition

WHO

WHEN Ideal / Standard Condition

WHERE

WHAT Problem Statement

HOW

OTHER

STEP 2 CONTAINMENT

HOW WHO

WHERE WHEN

STEP 3 & 4 POINT OF CAUSE & ANALYSIS OF CURRENT SITUATION

STEP 7b

STEP 8 COUNTER MEASURE EVALUATION

STEP 5 TARGET CONDITION Set a SMART Target

STEP 6 STEP 9 COUNTER MEASURE IMPLEMENTATION PLAN

STEP 10 CHECK COUNTER MEASURES (MONITOR)

STEP 11

STANDARDISATION SHARE

ROOT CAUSE IDENTIFICATION - (Take direct causes & "dig deep" by continually asking WHY & using logical small steps supported with factual investigation. 5 why should read back logically when using "therefore." Each statement should be concise).

Describe the current / actual condition and visually show the GAP to the standard/ideal condition again using pictures and/or graphs

Track back from where the problem was identified to the point at which the problem can first be witnessed or understood to be created, then visually represent the flow

Breakdown the problem using fact and data. Use graphs and charts to visualise the information

ROOT CAUSE-The root cause should be shown as a clear statement (copy last why).As a minimum the root cause should lead to a c/m which will prevent re-occurrence of the concern at the process (Ideally it should address the bigger reason for failure ie system or proceedure failure)

All counter measures should logically link to the root cause. Each counter measure should be evaluated in turn and items such as; safety, quality, cost, risk, leadtime, etc should be considered to decide the most appropriate counter measure to implement

Summary of Problem to Pursue

After initial problem investigation / data analysis, this should be a clear statement of the specific problem the team are going to ttackle

DIRECT CAUSE INVESTIGATION Visit point of cause & brain storm with all PPS team members + process members to identify as many potential direct causes as possible. Then systematically investigate each potential direct cause

A schedule showing the actual implementation status of the counter measures versus the plan should be made. As a minumum this schedule should include the; activities to be carried out, the time frame, the responsible person and the due date.

The counter measures should be checked by considering both the results and the process.

The results should be confirmed versus the original set target (STEP 5) and the standard condition (STEP 1) to understand if the GAP has been effectively closed.

Each counter measure should be checked using an appropriate KPI to ensure that the counter measure has been successfully implemented and is being sustained.

Both the result and process measures should be conducted over a suitable time frame to ensure sustainability and no reoccurence.

FEED BACK / FEED FORWARD (Similar parts, processes, systems or new projects)

After confirming successful implementation via the results and process KPI's we should ensure that the improved process is standardise. We should then detail

this standard so that it can be applied to other problems where applicable

Finally we should consider our key learning points from the problem solving activity and detail them for other to review.

We should then actively seek to share this report/activity and its learning points with other in the organisation so they can benefit from our experiences

MAN METHOD

MACHINE MATERIAL

PROBLEM to PURSUE

1 2 3 4

1 2 3 4

Customer Process Other

Process Other

Process Other

OtherProcess

O T XPotential cause investigated & confirmed ok to standard or dismissed based on fact Potential cause investigated , confirmed as a contributor Potential cause investigated & confirmed as direct cause

CLOSE DATEOPEN DATE SIGN OFFPPS NO.

MILESTONES

SIGN OFF

IMPROVEMENT TEAM MEMBERS

LEADER

Customer Customer

Customer

ENVIRONMENT

Write down a title for the investigation which should be your basic, initial understanding of the issueTITLE

WHY ?Therefore

WHY ?Therefore

WHY ?Therefore

WHY ?Therefore

WHY ?Therefore

WHY ?Therefore

-Make defect description more specific than problem statement based on facts from "grasping the situation"

-show evidence of team brainstorm at point of cause

-Show Lateral thinking

-Investigate & judge each potential cause.Show evidence that evaluation of potential causes has been carried out by Comparing actual condition to std)

-Identify the direct causes & then link them to 5 WHY by using corresponding numbers