Cell Centric - Workshop 9d- Problem Solving Manufacturing Business Consultancy Project Global - Cell Centric Traditional Approach Two steps forward, one

Cell Centric - Workshop 9d- Problem Solving

Manufacturing Business Consultancy Project Global - Cell Centric

Traditional Approach

• Two steps forward, one back– Project based improvement only

Customer FocusCustomer Focus Best PracticeBest Practice TeamworkTeamworkContinuous Imp’tContinuous Imp’t

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Time

ProjectProject



Best Practice ManufacturingCustomer FocusCustomer Focus Best PracticeBest Practice TeamworkTeamworkContinuous Imp’tContinuous Imp’t

Pe

rfo

rma

nc

e

Time

ProjectProject

IncrementalIncremental

TaskTask

• The longest journey starts with the first step



Approaches to Problem Solving

• Juran 12 Steps• Mechanics of Team Working• Practical Problem Solving• Creative Problem Solving



Juran- 4 Stages - 12 Steps

SYMPTOMS

Stage Four

MEASURE AND HOLD GAINS

Stage One

PROBLEM AND TEAM SELECTION

Stage Two

DIAGNOSIS

Stage Three

REMEDY

SOLUTIONS

ROOT CAUSE

QUALITY IMPROVEMENT



12 Steps

SYMPTOMS

Stage Four


Stage Two

DIAGNOSIS

Stage Three

REMEDY

SOLUTIONS

ROOT CAUSE

QUALITY IMPROVEMENT

Stage One


List and PrioritizeProblems

Sources-Focus Groups-Internal Surveys-“Customer” Feedback-Estimates of waste

Priorities based on-Data-Pareto analysis-Policy decisions

1 Define Project and

TeamA “problem” is the starting point.

A “ project “ is the problem scheduled for solution.

The “team” is cross functional.

Team scope must match project scope

2



12 Steps

SYMPTOMS

Stage Four


Stage Three

REMEDY

SOLUTIONS

ROOT CAUSE

QUALITY IMPROVEMENT

Stage One


Stage Two

DIAGNOSIS

Analyze Symptoms

A symptom is the outward evidence of an abnormality

Benefits of symptom analysis

3

Test Theories

“Theory” is an unproven assertation for the existence of the symptom(s)

Data confirms or rules out the theory

Tests can be simple or elaborate

5

Formulate TheoriesOf Cause

Problems sources can be:-

Methods, Machines,People, Materials, Measurements, etc..Think 5M’s 5P’s…

Team members have different view points

4

IdentifyRoot Causes

Pareto Analysis, the 80/20 rule

Cause and Effect, a chain of events

Ask Why? 5 times

6



12 Steps

SYMPTOMS

Stage Four


ROOT CAUSE

QUALITY IMPROVEMENT

Stage One


Stage Two

DIAGNOSIS

9

SOLUTIONS

Design Solutions and Control

Solution Selection depends on :- £ Cost £

Time to implementResistance to changeImpact on other processes

Controls must be designed in conjunction with solutions

8

Address Resistance to Change

Process changes have two aspects:-

TechnologicalSocial Consequence

Technically sound solutions will fail if social impact is not addressed

9

Stage Three

REMEDY

Consider Alternative Solutions

“ Solution” is a process change that eliminates, reduces, or neutralizes the causes.

Different team members have different points of view

Creative, fresh, even outrageous proposals are solicited

7

Implement Solutions and Controls

Joint effort of team and operating departments.

Small scale trials, pilot installations etc, provides essential feedback for project success.

10



12 Steps

SYMPTOMS

Stage Two

DIAGNOSIS

Stage Three

REMEDY

SOLUTIONS

ROOT CAUSE

QUALITY IMPROVEMENT

Stage One


Stage Four


Monitor Control System

Establish New Control System.

Reward and recognise team and operating departments

12 Check Performance

Implementation of solutions do not guarantee Improvement.

Data collection and analysis are needed.

11



What to Use and When to Use it….

SYMPTOMS

Stage Four


Stage One


Stage Two

DIAGNOSIS

Stage Three

REMEDY

SOLUTIONS

ROOT CAUSE

QUALITY IMPROVEMENT

Stage 1Ease and EffectDefinitionParetoBelbinMOT (Stage 4)

Stage 2Eye Ball the dataCause and Effect5 WhysLogical Problem Solving7 Tools of QualityTaguchiShanin- Red XForce Field Analysis



What to use and When to Use it…...

SYMPTOMS

Stage Four


Stage One


Stage Two

DIAGNOSIS

Stage Three

REMEDY

SOLUTIONS

ROOT CAUSE

QUALITY IMPROVEMENTStage 4

Control ChartsCheck SheetsForce Field AnalysisMOT & ClosureCelebrate

Stage 3TaguchiInvert the ProblemDe Bono’s Thinking HatsTRIZMetaphoricalKISSEase and Effect



Practical Approaches




SYMPTOMS

Stage Four


Stage One


Stage Two

DIAGNOSIS

Stage Three

REMEDY

SOLUTIONS

ROOT CAUSE

QUALITY IMPROVEMENT

Stage 1Ease and EffectDefinitionParetoBelbinMOT (Stage 4)



Ease Effect Matrix

Some small wins

Not worth thetrouble

Main Targets

High Risk!

Make them easier

Ease

Effect

Easy

LargeSmall

Difficult



Problem Definition

• Something odd happens • Need to identify a root cause • No obvious solution• Gap analysis • How do we get from where we

are to where we want to be



Problem Definition

What ? Where ?

To ?

From ? By When ?



Belbin Profiles

ImplementerImplementer

Co-ordinator

Co-ordinator

Shaper

Shaper

Plant

Plant

ResourceInvestigator

ResourceInvestigator Monitor

Evaluator

Monitor Evaluator

Team Worker

Team Worker

Completer Finisher

Completer Finisher

Specialist

Specialist




SYMPTOMS

Stage Four


Stage One


Stage Two

DIAGNOSIS

Stage Three

REMEDY

SOLUTIONS

ROOT CAUSE

QUALITY IMPROVEMENT

Stage 2Eye Ball the dataCause and Effect5 WhysLogical Problem Solving7 Tools of QualityTaguchiShanin- Red XForce Field Analysis6 Thinking Hats (Stage 3)



Techniques

• Eye Ball the data• Cause & Effect Diagram• 5 Whys ?• Logical problem solving • 7 tools of quality • Taguchi - Design of

Experiments• Force Field Analysis (Cultural)



Eyeballing the data

• Typos• Precision ….number of decimal places

– The .0 or .5 trap

• Outliers• Trends• Patterns• Conversion

– e.g imperial to metric



Cause And Effect Diagrams

• Otherwise known as

- Cedac

- Fishbone diagram

- Ishikawa diagram

Man Machine

Materials Method

Effect



5 Whys ?

Problem Symptom

Why ? Why ? Why ? Why ? Why ?



5 Whys ? - Practical Implementation

• Team involvement preferred• Find a wall you can use• Get Post-its at the ready• Keep asking why until the branch ends• Get to another branch• Solve the ends of the branches



Logical problem solving

Should - Actual = Deviation

Is Is Not

What ? Is it ? Isn't it ?

Where ? Is it ? Isn't it ?

When ? Does it happen ? Doesn't it happen ?

Who ? Is involved ? Isn't involved ?

Why ? Does it happen ? Doesn't it happen ?

How ? Big is it ? Big could it be ?

Source: Kepner Tragoe - The New Rational Manager



7 Tools Of Quality

• Process Flow Charts

• Pareto Analysis

• Cause and effect Diagrams

• Histograms and Concentration diagrams

• Run diagrams and correlation

• Control charts

• Check sheets



The mechanics of Team Working



Performing

Forming

Norming

Storming

Concern aboutstructure

Conflicts emerge

Team takeinitiative Sense of

belonging

What happens at each stage ?

Clarification of roles

Individuals keen to make impression - establish identity

Team responsibility

Productive

Commitment

Trust

Selection of team and roles

Sharp changes in behaviour

Shared responsibility

Established behaviour

Personal agendas

Concern about leadership



Team Organisation



Team Working Stages

Self directingKaizenTeams

Level of Continuous Improvement

Pre-teamworking Improvement

Be

nefit

s

SolutionGeneration

KaizenImprovement

Teams



Ground Rules

• No idea is a bad idea

• Respect each others views

• Meetings will start and finish on time

• Determine your documentation method and use it

• Park points for future discussion / clarification

• Attendance demonstrates commitments

• Enjoy it and have FUN !



What to use and When to Use it…...

SYMPTOMS

Stage Four


Stage One


Stage Two

DIAGNOSIS

Stage Three

REMEDY

SOLUTIONS

ROOT CAUSE

QUALITY IMPROVEMENT

Stage 4Control ChartsCheck listsForce Field AnalysisMOT & ClosureCelebrate



Part Char. to be Subgroup Subgroup Measured Frequency Size Data Collection Plan

X-Bar Chart

R Chart

TotalMean (X)Range (R)

Statistical Process Control



Document

Dies, Jigs Fixtures

Measurement,Inspection Tools

Tools

Materials

Production orderStandard Operations Chart displayedEngineering drawingsDie, fixture, j ig checked and workingDie, fixture, j ig cleaned, ready to goBolts, clamps, washers, nuts, studs organisedVerniers in correct placeTapes in correct placeCalipers in correct placeScales in correct placeSpecial inspection j igs in correct placeEverything working, clean and ready to goSpanners in correct placeScrewdrivers in correct placeAll other tools in correct placeEverything working, clean and ready to goGrade correctSize correctQuantity correctIn correct place

Standard External Setup Checklist

Create checklist and standard organisation at machine to ensure externalactivities are complete before stopping machine

Outlocation

Workcentre

Next job

In location

Runnergauges

Access andworking

area

Runnertools

Runnerfixtures

Checklist : Standardise External Activities



Mission - Objectives - Tasks



Closure

• Formal end of project

• Stop unnecessary expenditure

• Review performance against targets

• Summary Report

– Time vs Cost

• Archive “As built” Documents

• Capture lessons learned

• Reward and recognise those involvedFirm foundation for future development



Project Closure Activities

R e-ass ig n p erson n e l C losu re ch eck lis t

F orm a l c losu re n o tice

O rg an isa tion a l

C lose p ro jec t accou n t

F in an c ia l

C o lla te "as b u ilt" in fo rm ation W rite p ro jec t h is to ry

C rea te in d exed file

D ocu m en ta tion

M ateria l D isp osa l

S ite

P ro jec t C losu re