Problem solving preview

© Lean & Mean Consulting. All rights reserved. 2015© Lean & Mean Consulting. All rights reserved. 2016
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Problem Solving
Techniques & Tools
PDCA, A3, 5WHYs, FTA, etc.
World-Class Standards of Operational Excellence

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Training Objectives
1. Understand the problem solving philosophy as the
foundation for driving continuous improvement
2. Learn the key concepts and tools of problem solving
3. Focus on applying the PDCA approach and basic quality tools
to problem solving
4. Learn how to manage PSG: Problem Solving Groups
5. Define the critical success factors for effective problem
solving

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PDCA / 5WHYs / Ishikawa Diagram / Pareto Diagram
Module. 15

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Waste in processes adds cost, without delivering
customers what they want
Motion
Extra physical /
mental motion that
doesn’t add value
Waste
Waiting
Employees waiting
for another process
or information
Over
production
Producing more
than what the
customer needs
Intellect
Not using
employees full
intellectual
contribution
Over
processing
Adding excess value
when the customer
does not require it
Defects
Reprocessing, or
correcting work Inventory
Building and storing
products the
customer has not
ordered
Transportation
Moving from one
place to another

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A problem is:
 An event where requirements (external or internal
customer) are not being met.
 An unforeseen event.
What is a Problem?

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What is Problem Solving?
Elimination of the cause of
a nonconformity, potential
nonconformity or other
undesirable condition in
order to prevent its
occurrence or recurrence

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Problem Solving Philosophy
Problem solving involves identifying and eliminating
all activities that are waste.
Current
State
Future
State
Solve
Problems
Expose
Problems “True North”
Value Added Time = Lead Time
Full of Waste,
Variation, and
Constraints

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Benefits of Problem Solving
 Increased customer satisfaction
 Increased market share
 Lower costs
 Faster delivery time
 Increased profitability
 Increased efficiency
 Improved morale

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Concept of Problem Solving Teams
 A Problem Solving Team is a group of employees performing
similar or related tasks, who get together on a regular basis,
to discuss a topic or theme affecting their work or workplace.

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 Continuous Improvement Teams
 Kaizen Teams
 Quality Improvement Teams
 Process Improvement Teams
 Integrated Quality Teams
 Cross-Functional Teams
 Customer-focused Teams
 etc.
Other Equivalent Terms

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Objectives of Problem Solving Teams 1
 To create a cordial working environment through:
 Improved morale
 Improved interpersonal relationship
 Better teamwork
 To upgrade employees through:
 Training on problem-solving techniques
 Discussions

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Role Description
Steering Committee Oversees the entire Problem Solving development
within a company such as setting the corporate
theme and appointing key personnel.
Secretariat (PMO) As a Project Management Office, maintains Problem
Solving records, organizes promotional activities,
registers new teams and keeps track of progress of
teams.
Problem Solving Team
Manager
Is a head of a division/department and is responsible
and accountable for the promotion of activities of
Problem Solving Teams in the department including
assigning resources, providing moral support and
encouragement.
Problem Solving - Organizational Roles 1

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Module. 15

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The PDCA Approach to Problem Solving
 SYSTEMATIC APPROACH
 PROVIDES THE
FRAMEWORK TO CARRY
OUT IMROVEMENT
 used together with the
common QC tools
Plan
DoCheck
Act

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The 8 Steps of PDCA Problem Solving
Select the Theme
Plan the Schedule
Grasp the Present Situation
Establish the Target
Analyze the Cause & Identify Corrective Action
Implement Corrective Action
Evaluate the Result
Standardize & Follow-up
PLAN
ACT
CHECK
DO
1
2
3
4
5
6
7
8

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Step 1: Select the Theme
 SELECT CREDIBLE PROJECTS - area of focus (e.g. Customer Satisfaction,
Productivity, Quality, Cost, On-time delivery, Safety, Morale, etc.)
 PROJECTS SHOULD GIVE SIGNIFICANT RESULTS
 BALANCE THE COST, POTENTIAL BEFEFITS AND CHANCE OF SUCCESS
 PROJECTS SHOULD NEITHER BE TOO EASY NOR TOO DIFFICULT TO DO
(review existing KPIs to look for poorly performing processes, e.g. high
rejects or scrap, poor on-time delivery, high customer complaints, etc.)

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To help you select an appropriate problem solving project:
 What do my customers complain about most frequently?
 Which process is always broken?
 Which process takes too long?
 What does someone else do better?
 What gives me a headache?
 What do we seem to fix over and over again?
 Where do I take the path of least resistance rather than strive for a solution?
 Which processes have Band-Aids instead of permanent fixes?
 Which process generates the most scrap, rework, or errors that need correction?
Ask the following questions:
Once you have identified a potential project, evaluate the payoff (benefit greater
than cost of fixing), scope (not too big to accomplish), and
alignment (makes sense in light of the organization's goals).

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Step 4: Establish the Target
 set the target base on the current
performance
 be S.M.A.R.T. when setting targets:
 Specific
 Measurable
 Achievable
 Realistic
 Timely
 projects should be completed within a
year

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Step 5: Analyze the Cause & Determine
Corrective Action
 Identify all possible causes that could explain why the
problem has occurred. Also identify why the problem was not
noticed at the time it occurred.
 Ensure that once you feel you have found possible root
causes, you must verify them.

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Step 8: Standardize & Follow Up 2
 identify additional improvements that may be made for the
future
 present the results to managers and other teams
 use the lessons learned to improve the improvement process
itself
 celebrate the success
 plan for future projects

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Where Are the Tools Used?
Phase Problem Solving Steps Applicable Tools
Plan 1. Select the Theme Brainstorming / Matrix Diagram / Selection Criteria / Team
Consensus
2. Plan the Schedule Gantt Chart
3. Grasp the Present Situation Data Collection / Flowcharting / Pie Chart / Check Sheet / Pareto
Diagram / Bar Chart / Histogram
4. Set the Target Pareto Analysis / Conduct Experiments / Check Past Trends
5. Analyze the Cause & Identify
Corrective Action
Brainstorming / Cause & Effect Diagram / 5 Whys / Tree Diagram /
Control Chart / Scatter Diagram / Alternative Solutions
Do 6. Implement Corrective Action Arrow Diagram / Process Flowchart / Pictures / Diagrams
Check 7. Evaluate the Result Collect New Data / Check Sheet / Pareto Comparison / Bar Chart
Comparison / Radar Chart / Target Variance
Act 8. Standardize & Follow Up In the standardization plan, document the new procedures.
Display in notice board or website or conduct briefings.
Show the follow-up actions to be taken.

Module. 15
"As much as 95% of quality
related problems in the
factory can be solved with
seven fundamental
quantitative tools."
- Dr. Kaoru Ishikawa

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Problem Solving Tools
 Seven basic tools:
 Stratification
 Check Sheet
 Control chart (Run chart)
 Pareto Chart
 Cause & Effect Diagram
 Histogram
 Scatter Diagram

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Other Common Tools
 Besides the seven basic tools, there are other tools which are
commonly used in problem solving - they include:
 Flowcharts
 Brainstorming
 Gantt Chart
 5 Whys
 Affinity Diagram

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5 Whys
 Purpose
 to identify and structure the causes of a given problem
 When to use
 when investigating a problem, to identify and select root
causes to address
 when effect of a problem is known, but possible causes are
unclear
 when problems involve human factors or interactions

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How to Complete the 5 Whys
1. Write down the specific problem. Writing the issue helps
you formalize the problem and describe it completely. It
also helps a team focus on the same problem.
2. Ask Why the problem happens and write the answer down
below the problem.

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5 Whys – Key Points
 Do not forget that the sought outcome of a 5 Why exercise is
a root cause of the defined problem, not the resolution of the
problem itself; that will come later.
 5 Whys is not a standalone Problem Solving technique but
more of a tool to aid in this process.

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5 Whys – Key Points
 Do not worry about action plans and effectiveness verification
yet as that will be addressed in the problem solving process
itself; but focus more on identifying the reason that allowed
the problem to happen and escape.
 If you can come up with a reasonable answer, the 5 Whys
exercise would be successful. If it cannot be done, then quite
probably more data needs to be collected to get a better
grasp of the problem and then the 5 Why process can be re-
started.

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Creating a storyboard
 The PDCA problem solving process can be viewed as a report
or a “storyboard”.
 The report or storyboard should be updated when each step
of the problem solving process is completed.
 Although you are free to use any storyboard format you
prefer, this section will show you how an A3 storyboard is
done.

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What is an A3?
 an A3 is a one-page story about the logical thinking process to
“grasp the situation”
 helps management understand the process used and
establishes vital points
 four types of A3:
 problem solving
 proposal
 status
 informational
 based on the PDCA format
Focus of this presentation

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Relationship Between PDCA & The A3
Title/Theme
Situation
Analysis
Countermeasures
Implementation
Follow up
Targets
A3 Problem Solving Report
Plan Do, Check & Act

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A3 Storyboard Template
Action Responsibility Deadline
Action 1 D. Smith Oct. 1
Action 2 N. Jones Nov. 5
Action 3 M. Jordan Nov. 28
Etc.
COST: no expenditures required
Plan Actual
 Note the plan to measure the
effectiveness of the
proposed change.
 Indicate when it will be
measured, and by whom.
 Leave blank initially
 After follow-up, record
the results of
implementation
 Record the date of
actual follow-up
COUNTERMEASURES:
• Insert a diagram that illustrates how the proposed process
will work, with labels.
• Note or list the countermeasure(s) that will address the root
cause(s) identified.
• Predict the expected improvement in the measure of interest
(specifically and quantitatively)
IMPLEMENTATION PLAN:
• List the actions which must be done in order to realize the
Target Condition, along with the individual responsible for the
action and a due date.
• Add other items, such as cost, that are relevant to the
implementation.
FOLLOW-UP:
To: ___________________
By: ___________________
Date: __________________THEME: Concise statement of what this A3 report is about.
BACKGROUND:
• Note any contextual or background information necessary to
fully understand the issue.
• Indicate how this problem affects the company’s goals or is
related to its values.
ROOT CAUSE ANALYSIS:
• List the main problem(s)
• Ask appropriate “why?” questions until you reach the root
cause. A rule-of-thumb: you haven’t reached the root cause
until you’ve asked “why?” at least 5 times!
• List the answers to each why question
CURRENT CONDITION:
• Insert a diagram that illustrates how the current process
works.
• Label the diagram so that anyone knowledgeable about the
process can understand.
• Note the major problems
• Include quantified measures of the extent of the problem –
graphical representations are best!
1
2
4
3
5
6
7

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Example of A3 Storyboard
Source: Lean Enterprise Institute

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Theme: Reducing Scrap in the Machine Shop
Source: Sobek & Smalley
Example of A3 Storyboard

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Module. 15

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10 Common Mistakes (1)
1. Project is not aligned to organization’s objectives
2. Not agreeing on the goal or outcome
3. Trying to “boil the ocean”
4. Not utilizing the power of the Gemba
5. Not measuring the performance metric

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