Practical Problem Solving

SardarAsifKhan,P.Eng.,PMP

Lean Manufacturing
Asystematicapproachto identifyingandeliminating identifying and eliminating waste(nonvalueaddedactivities) throughcontinuousimprovementby through continuous improvement by flowingtheproductatthepullofthe customerinpursuitofperfection. customer in pursuit of perfection

Lean Deployment/ Success

Commitmentto Commitment to CONTINUOUSIMPROVEMENT
LM Prerequisite Core Concept

Lean Lean LMDriver PrincipalsIn Place LeanTools& Techniques

Aggressive Goals

LeanMetrics Lean Metrics

Continuous Improvement
Thereisalwaysroomforan improvement.Processes, products,andservices,any thingcanmadebetter. thing can made better
Onlyastrongcommitmentto ContinuousImprovement can ensurehighquality,ontime h h l delivery,reducedcostand goodservice.
Safety Quality Delivery Moral

Waste

Cost

Why Problem Solving

ProblemSolving

Improvement

What is a Problem

DiscrepancyBetween Discrepancy Between Standard orExpectation and and thePresentorActual Condition

Actualcondition

deviation

standard

What is a Problem

DiscrepancyBetween Discrepancy Between Standard orExpectation and and thePresentorActual Condition

Actual

Specification Actual

Types of Problems
Gradual
Standard performance Change Degradation

Sudden
Standard performance

Change Actual performance

Recurring
Change Change Change Change Degradation Standard performance Actual performance

Standard performance p

Change

Management s Managements reaction to Problem

Yes
DONTMESS WITHIT DOES THE DAMN THING WORK

No

Yes No

DIDYOU MESS WITHIT

DOES ANYBOD YKNOW

FOULUPSHAPPEN

Yes
HIDEIT YOUREINTROUBLE

Yes

WILL YOU CATCH HECK

No

No
DUMPIT DUMPIT

CANYOU BLAME ANYBOD YELSE

NOPROLEM NOPROBLEM

How Toyota Turns Workers Into Problem S l P bl Solvers

productqualityislegendary.Butthe company smethodsarenotsecret.Sowhy company's methods are not secret So why can'tothercarmakersmatchToyota'strack record?HBSprofessorStevenSpear saysit's p p y allaboutproblemsolving. Published:November26,2001Author:Sarah JaneJohnston
Toyota'sreputationforsustaininghigh

No Problem is a Problem
WhenIwasaskedtoattendthegeneralmanagersmeetingthefirst time,IwashappytoattendbecauseIthoughtIcouldsaythatthere Werenoproblemsinmydepartment.AndIsaidsowhenitwasmy Turntoreport.Then,thisGeneralManagerfromToyotalooked straightintomyeyesandsaid,Steve,whenyousayyoudonothavea problem,thatistheproblem. Atthismoment,Irealizedthatinordertosucceedinthis business,Ihavetochangemywayofthinkingtotally.
From JIT Kakumei no Shogeki by Kiyoshi Suzaki p 14 FromJITKakumeinoShogekibyKiyoshiSuzaki,p.14.

Biggest Problem of All!

Having no problems is the biggest problem Havingnoproblemsisthebiggestproblem ofall. Kaizenopportunityindisguise. Kaizen opportunity in disguise TaiichiOhno Investigatetheproblematthesource, askwhyfivetimesabouteverymatter. y y

Problem an opportunity
Theproblemisan opportunity i tofindout,

howtodobetter!

Management s Managements reaction to Problem

Unsolved problemscan becomea become a bigger problem!

Process Improvement
Howtogetthere?

Current State

Future State

Understandcurrentstate, Articulatetheidealstate, andunderstandthegap and understand the gap

Types of Problems
Process related problems: relatedproblems: Ifthereisvariationintheprocessandtheprocessis notcapableofconsistentlymeetingspecified p y g p requirements BehavioralProblems: (latetowork,Tardiness,Absenteeism) g OrganizationalProblems: (Orgchart,Reportingsystem) Majorityoftheproblemsareprocessrelated! Majority of the problems are process related!

What is a Process

Source Su upplier

Operation Interlinked Procedure/ Activities/Actions/ Activities/Actions/ Transformation

Delivery Custom mer

InPut

OutPut

Seriesofevents

Problem Solving Process

Generally,inaFactoryWhereImprovementActivitiesAre Dormant,WeFindtheDifferencesBetweenNormaland AbnormalAreBarelyDiscernible.WhenThereIsaProblem, ItMayBeObscuredbyaLargeAmountofInventory,and/or theLackofMonitoringandTimelyFeedbackSystems. th L k f M it i d Ti l F db k S t OntheOtherHand,inaWellManagedFactory,Improvement j y p ProjectsArePursuedActivelyandProblemsAreExposed QuicklySoThatCorrectiveActionCanBeTaken.ThisIs FundamentaltoGoodManagement.ButAbnormal ConditionsandProblemsNeedtoBeObviousEnoughto CatchPeoplesAttention.
KiyoshiSuzaki.

Problem Solving
ASystematicApproach TeamApproach T A h Thebestway
EverybodyinvolvedinProblemSolvinginall aspectsofaprocess

Why Use Systematic Problem Solving?

Standardizedmethodanda Standardized method and a commonlanguage (repeatableprocess)

Reduce firefighting

WhySystematic ProblemSolving? P bl S l i ?

Consensus decisionmaking d ii ki

Getdowntotheroot cause versusbandaids

Problem Solving Process

IdentifyProblem
Defineproblem/Whatistheproblem?

Shorttermsolution
Fixit/troubleshoot/containatyourside/protectcustomer y p

RootCauseAnalysis
Whyisdiscrepancyoccurring/whyisproblemtakingplace?

Countermeasures/Solutions Countermeasures/ Solutions

Solutions/Howarewegoingtosolvetheproblem?

Implement Monitor/Check/Isthesolutionworking? M it / Ch k/ I th l ti ki ?

Problem Solving report

ProblemSolvingreportshouldcontainfollowing;
1. 2. 3. 4. 5. 5 6. 7. Problemdescription Problemdefinition Problem definition Pointofcause Shorttermaction Rootcauseanalysis Root cause analysis Longtermcountermeasures Followupandreadacross

Problem Solving Hierarchy g y

Complexityof Problem

Quick Quick Kaizen 5Why 5 Why 5G

1Week

Standard Kaizen

Major Major Kaizen

Advanced Kaizen

3Months

Time Taken 23

Problem recurrence
Recurrencescancost Recurrences can cost youafortune Theonlywaytogetofthis situationistoeliminate rootcause root cause Howdoweidentifytherootcause?

Problem Solving Methods & Tools

5Gs 5Ws&1H 4M/Fishbone/CauseandEffect
8Ps 8P

4Ss 5Whys 5Why s EventsandCausalFactors Charting: ChangeAnalysis:

BarrierAnalysis: TreeDiagram y g StorytellingMethod ParetoAnalysis

FaultTreeAnalysis FMEA RealityCharting

ThereareseveralmethodsandtoolsthatcanaidintheprocessofRootCause p f Analysis

Focus

Shotgun h Rifle

Root Cause
Whenaproblemcomesalong, studyituntilyouarecompletely study it until you are completely knowledgeable.Thenfindthat weakspot,breaktheproblemapart, k b k h bl andtherestwillbeeasy. Norman Vincent Peale

Why Root Cause analysis

RCAmethodsandapproacheshelpussee RCA methods and approaches help s see Helpusproblemswithstandards(predefined idealconditions)/desiredoutcome Rootcausesofmistakes Helpsusidentifyandnarrowdownandgetto Helps us identify and narrow down and get to rootcauseofproblem whethertheproblemisdue

Problem solving is not blaming

What is Root Cause

Anidentifiedreasonforthe An identified reason for the presenceofadefectorproblem. Themostbasicreason, whichifeliminated,would hi h if li i d ld preventrecurrence. Thesourceororiginofanevent.
Symptomsare visible i ibl

Rootcauseis Root cause is notvisible

Direct and Indirect Causes

Canyouseeit? Can you see it ?
YES

No

Fishbone

Findingacauseislike g seeingasnake!!! Ifyouseeit, JUSTKILLIT!

Iseeit I see it

5Why

Problem definition 5G
The root cause of any problem is the key to Therootcauseofanyproblemisthekeyto alastingsolution, Data is of course important in "Dataisofcourseimportantin manufacturing,butIplacegreatestemphasis on facts. Ohno on facts Ohno. GenchiGenbutsu,orgotothesource,and clarifytheproblemwithyourowneyes. l if h bl ih

5G s 5Gs
1.Gemba(actualsite) 1. Gemba (actual site) 2.Genbutsu(actualthing) 3.Genjitsu(actualsituation/occurrence) 4.Genri(thetheory) 5.Gensoku(standards) Ifyougototheplacewherethingsarehappening,studythethingis
suffering/producingeffects,analyzetherealsituationusingthetheory, suffering / producing effects analyze the real situation using the theory probablyyou'regoingtofindasolutionand"create"thestandardsto avoidreoccurrence.

Root Cause/ Preferred Start

Controlledbrainstorming Controlled brainstorming
Findouttherelationshipofproblemandroot causeclassifyingintomainfamilies/categories cause classifying into main families/ categories
Human Machine Material Method Measurements Environment Information

Howdidthedefectgetthrough? H did th d f t t th h?

Cause and Effect Diagram

Cause

PROBLEM
Machines Major Cause
Cause Cause Cause Cause Cause

Materials
Cause Cause Cause Cause Cause Cause

MinorCause

Cause

Cause Cause

Effect
Cause Cause

SYMPTOM

Human

Environment

4 Ms Ms
UseaFishboneDiagram: Use a Fishbone Diagram:
Classifyproblemandpotentialrootcauseintofour basicareasandseehowwastheproblemcreated?
Human Material Method Machine

Fishbone Cause and Effect Diagram

Visualrepresentationof teammembersideasin specificcategories.
Helpsteamvisualizethe problems. Focusesteammembers inputonacommongoal; p theproblemsassociated withagivensymptom.

5 Whys Why s
The5 Whyapproach,createdby The 5Why approach created by SakichiToyoda(1867 1930), thefounderofToyota,isasimple h f d f i i l waytobeginanyinvestigation.Thismethod producesalinearsetofcausalrelationships andusestheexperienceoftheproblem ownertodeterminetherootcauseand correspondingsolutions.AlsocalledCause Mapping.

5 Whys and TPS Why s

ThearchitectoftheToyotaProductionSystem,Taiichi Ohno,describedthe5whysmethodas"...thebasisof Toyota sscientificapproach...byrepeatingwhyfive Toyota's scientific approach ... by repeating why five times,thenatureoftheproblemaswellasits solutionbecomesclear. o Acriticalcomponentofproblemsolvingtraining deliveredaspartoftheinductionintotheTPS. o IswidelyusedbeyondToyota o Kaizen,leanmanufacturing,andSixSigma.

5 Whys Why s
Askourselves why? at least 5 Ask ourselves why?atleast5 timestogettothebottomandfind therealrootcauseofaproblem. donotstopafterfirst detectedcause! lookforhiddencauses! Why? 1 Why? 2 Why? 4 Why? 5

DefectiveCoolantHose Flange

ASK WHY!!!

GoodCoolantHose Flange

Why 5Whys 5Why s

Helpsidentifytherootcauseofaproblem. Therelationshipbetweendifferent rootcausesofaproblem. root causes of a problem.

Doesnotneedstatistical analysis y PreventsBandAids solutionstreatingsymptoms butrealproblem Youdonthavetobetechnical

Why 5WHY
Quicklygettotherootcause! Seeresultsquicker See results quicker Easytouse Easytoteach y Systemic Effective

Trainpeopletosolvea Iexpectyou alltobe p problemfindingananswer f g byusingasystematicandstructuredapproach!

Ohno s 5Why s Ohnos 5Whys illustration

TailchiOhno,thecreatorofthe5Whytechnique,isquotedusing thefollowingexampletodemonstrateusing5Whysforrootcause th f ll i l t d t t i 5 Wh f t analysis: 1.Whydidtherobotstop? The circuit has overloaded causing a fuse to blow Thecircuithasoverloaded,causingafusetoblow. 2.Whyisthecircuitoverloaded? Therewasinsufficientlubricationonthebearings,sotheylocked up. up 3.Whywasthereinsufficientlubricationonthebearings? Theoilpumpontherobotisnotcirculatingsufficientoil. 4 Why is the pump not circulating sufficient oil? 4. Whyisthepumpnotcirculatingsufficientoil? Thepumpintakeiscloggedwithmetalshavings. 5.Whyistheintakecloggedwithmetalshavings? Because there is no filter on the pump Becausethereisnofilteronthepump.

Traditional Approach
PoorProblemSolvingAbilities Poor Problem Solving Abilities RecurringProblems HighContainmentCosts High Containment Costs FrustrationatAllLevelsoftheOrganization ConsultantsbroughtinforProblemSolving Assortedcomplextoolsused Createsmoreconfusiononamongtheworkers

5 Whys deployment Why s

Problem Problem
1st Cause

2nd Cause

3rd Cause

Implementingsolutionsat Implementing solutions at thisstagewillonlybe troubleshooting,because realcausehasnotbeen identifiedandeliminatedyet.

4th Cause

5th C Cause

Realcausearound thisstage

When to stop asking WHY

KnowwhentoStopwithyourWhying
Why Why Why Why Why Why Why

GettingNarrower

Getting Wider

Why:Theintakecloggedwithmetalshaving Why:Thepumpintakehasnofilter Why:Wasnotpartofthedesign Why:Thisisgettingwidernow,andrequiresanewfunnel

The improvement plan

Afterrootcause(s)aredetectedweneedtocomewithsolutions toattackthose Thisistheonlywaytoremovetheproblem Theimprovementplandescribestheproblem,thetemporary p p p p y solution,thedefinitivesolutionandtheresponsibilitiesfor implementingtheplan Thenewstandardhastobefollowedbyeveryone

47

5 WHY worksheet
Countermeasures 1 Why 2 Why 3 Why 4 Why 5 Why Temp Def.

Problemdescription

Effectsoftheproblem

Processaffected

TemporaryCountermeasuresand implementation

Definitivecountermeasures

Results

48

4M s 4Ms example
Man Machine

Key way Worn Spindles Part cool off wait P-Machine capacity Machine gaging App. Manpower App. trainin Hoist condition bad Faulty arbour TP loss due Follow procedure Summary adjustment
to c tter cutter change process

Std. Procedure SWI Control Plan

Inserts shortage Optimal P. flow Tool life

Wrong tool Tools available

Method

Material

5WHY example
1st Why 2nd Why
CMM machine capacity

3rd Why
Part waiting to cool off

4th Why

5th Why

ACTIONS
Reduce part cool off related waiting time

Wait time for part testing from P-machine

Manpower

Ensure appropriate MP

Multiple cutter changes at a time

CMM machine capacity

Re-visit test capacity

Summary adjustment

Master summary no activated

Machines not in gage

Interruptions/ wrecking/ crashing

Lack of PM

Develop PM plan for regaging

Longer tool Change Over process time

Bad tool/ cutter

Bad bearing on cutter body

investigate an ensure rectification

Bad setup

Miss built cutters

Repetitive work causing mistakes

Verification system In place

No inserts

No inventory

Smaller float size

Low cost emphasis

Re-visit the float size and make app. adjustment

No cutter available

Unplanned increase in demand

Excessive wreckages / sudden crash

Lack of training/ New team leaders

Ensure proper training (by CG/ lab) also SOP/OPL

Equipment down

Machine breakdown

Lack of PM

Lack expert resource

Lack of cross training

Cross training is critical

Questions?