Author: Dirk Denut Date: month / 2011
Problem Solving
Content
What do we know already? Introduction
Benefits & goal Types
8 Step Problem Solving process
Why? When? How?
Quiz Time
What do we know already?
Introduction
Benefits of Structured Problem Solving process
Remove time lost in debate Identify weak points in processes Discover systemic causes Explain with reasons why an incident occurred Gives a factual representation of the incident Compare what actually happened against what should have happened, at any point during the incident.
Standard Problem Solving to ensure
Types of problem solving methods
DMAIC
8 Step Problem Solving data driven tool
First 5 Steps Solve the Actual Problem
Last 3 Steps Deploy Solution Share Knowledge Create Standards
8 Step Problem Solving Process
Why use this process approach?
Process has proven its usefullness in other companies Common methodology everybody understands how Focus on Fixing it - first time right Define priorities Sharing the lessons learned with others
When do we use the 8 Step Process?
Significant or repetitive complaints Repetitive human errors occurring during a specific process Repetitive equipment failures associated with a specific process Performance is generally below desired standard ...
Major impact or Repetitive issues
How to solve problems?
ICONS?
The Problem Solving process is based upon
Plan Do Check Act
Problem Solving Guide
How does the process in more detail look like?
8 Step Approach 1. ... 2. ... 3. ... 4. ... 5. ... 6. ... 7. ... 8. ... Determine Root Cause Develop Countermeasures Standardize process - Sustain the gain Clarify the Problem Confirm Results & Process Target Setting See Countermeasures through Break down the problem
Fit detail with PDCA?
1. Clarify the Problem 2. Break down the problem 3. Target Setting 4. Determine root causes
What? Why? How?
P D C A
5. Develop countermeasures 6. See countermeasures through
7. Confirm results & process
8. Standardize process Sustain the gain
Problem Solving Guide
Problem Solving Guide
Step 1: Clarify the Problem
Step 1:Clarify the Problem
Desired / Ideal Situation
Gap = Problem
Visualization (Make Explicit)
Current Situation
We need to understand the Current Situation (Measured), Ideal Situation (Standard) Why is it a problem? What is the KPI affected? What is the cost? Relation to Objective? Why is it a priority?
Step 1:Clarify the Problem
What is a problem? Anything that deviates from the standard or target
Step 1:Clarify the Problem
What is a problem?.....cont
Step 1:Clarify the Problem
What is a problem?.....cont An unfulfilled customers need
Step 1:Clarify the Problem
Problem type - I
Step 1:Clarify the Problem
Problem type II
The new higher standard is target
Step 1:Clarify the Problem
Problem type III
Problem Solving Guide
Step 2: Break Down the Problem
Step 2 : Break Down the Problem
Problem (complex vague)
Break down
Problem
Problem
Problem
What . Where . When . Who
Break down
Why
Problem
Problem
Problem
Prioritized Problem Problem
Problem
Problem
Problem
Prioritize the problem
Point of Cause
See the Process
Problem to tackle
Step 2 : Break Down the Problem
Requires to study the process to detail Dedicate sufficient time for the breakdown Study the steps of the process, interact with people, get data, documents, understand tools: Learn All problems can be divided into smaller defined problems: by region, location, department, product, channel, customers, etc. Specify the point of cause: the problem is present in a specific part of the process
Step 2 : Break Down the Problem
Step 2 : Break Down the Problem
Specify the Point of Cause by Studying the Process Specify the Point of Cause is necessary for Effective Root Cause Analysis
scratches discovered scratches present scratches present scratches present scratches present
No scratches
Trace back
Trace back
Trace back
Trace back
Trace back
Problem Perception
Point of Cause
Problem Solving Guide
Step 3: Target Setting
Step 3 : Target Setting
SMART
What?
How much?
By when?
Output / Deliverable To Be Achieved
NOT things to DO
Targets are a tool to stimulate improvement
Step 3 : Target Setting
GOOD or BAD
B B G B
We will improve the way we handle complaints We will reduce the number of complaints by 10% by next FY We will increase our CPE score from 75% to 85% in next FY by end of Q3 We will increase our sales next FY
Problem Solving Guide
Step 4: Determine the Root Cause
Step 4 : Determine Root Cause
Why Root Cause Analysis?
To solve problems on structural basis To ensure problems do not return To ensure sustainable improvements are made
Step 4 : Determine Root Cause
Observed Symptoms
Containment action
Fact Gathering & Analysis
DIRECT Causes
Corrective action
More Detailed Analysis
Preventive action
ROOT Causes
Tools used in Problem Solving
Pareto analysis (80/20)
Multi disciplinary Teamwork
Brainstorming
Control Chart
Tools used in Problem Solving
No judgment or criticism Quantity over quality Quality implies judgment Freewheel Do not get trapped by your own train of thinking Mutate and combine Keep using previous ideas as stimuli for new ideas
Visualization of measurements Upper & lower specification limits + mean Location of measurements helps analysis
Tools used in Problem Solving
Recording manually
Mark per topic, number of occurrence Visualization can be done via Histogram (distribution), Pareto (counts), location
Location checksheet
Tools used in Problem Solving
Universal principle, called the "vital few and trivial many Pareto's Principle or the 80/20 Rule - 20 percent of something always are responsible for 80 percent of the results
100% 80%
20% of the input creates 80% of the result 20% of the workers produce 80% of the result 20% of the customers create 80% of the revenue 20% of the bugs cause 80% of the crashes 20% of the features provide 80% of the usage
20%
Cause & Effect diagram
Cause-&-Effect (Fishbone) Diagrams
Problem:
We start a Fishbone Diagram with problem in right-hand box
Cause-&-Effect (Fishbone) Diagrams
Man Method Material
Problem / Effect:
Machine
Measurement
Mother Nature
Then we add headers for: Man, Method, Material, Machine, Measurement, and Mother Nature (Environment)
Cause-&-Effect (Fishbone) Diagrams
Man Method Material
Problem / Effect:
Machine
Measurement
Mother Nature
Potential causes to the Problem are added as more detailed, smaller branches
Tools used in Problem Solving
Man
Method
Material
X X
or X based on facts
Problem / Effect:
X X
Machine
Measurement
Mother Nature
As we PROVE, or DISPROVE Causes with data (if possible) or via voting, we mark the C-E (Fishbone) Diagram accordingly
Cause-&-Effect (Fishbone) Diagrams
Try to make your Effect measurable can you graph it? Sometimes, the 6Ms are replaced with Ps for Office processes:
Policies People Procedures Plant (Facility) Programs (Software) Planet Price Promotion People Processes Place Policies Procedures Product
Do not waste time discussing the branches
Just Do it !!!!
You can use what fits your needs
Example : C&E diagram
5 Whys
WHY WHY WHY
5W
WHY WHY
Example 5 Why
Example 5 Why
Tools used in Problem Solving
Dont need to do exactly 5 Whys ?
You may find yourself using 3 to 7 Whys or more on a problem Strive for 5 Whys (dont quit too early!) Use as many as you NEED to get to ACTIONABLE Root Cause Base Whys on Facts and Observations, not Opinions
Test your Why logic by using Therefore in reverse
Make the tools work for you, dont be a slave to the tools
5 Why Tree
Problem Solving Guide
Step 5: Develop Countermeasures
Step 5 : Develop Countermeasures
Consider: How to eliminate the root causes Use creativity techniques to generate large number of ideas:
Brainstorming
All participants present their ideas, and the idea collector records them Focus on quantity Unusual ideas are welcome
Brainwriting
All participants collect ideas and write their ideas on a note (approx. 3 ideas, duration 5 minutes) Repeat this process 5 times
Start without any evaluation of the ideas!
Step 5 : Develop Countermeasures Evaluation of ideas 1. Cost-benefit Analysis
The method is usually run in three steps: 1.) Definition of all elements causing costs of idea implementation 2.) Definition of all elements causing benefits of idea implementation 3.) Comparision sum of all costs with the sum of all benefits
Kosten Cost
Nutzen Benefit
Step 5 : Develop Countermeasures
2. Evaluation matrix
The main goal of evaluation matrix is to evaluate an idea in accordance to several factors or criteria.
Alternatives Idea 1 Criteria C1 C2 C3 Total Weight Rating Score Idea 2 Rating Score Idea 3 Rating Score
Score = Rating x Weight
Psychology of Countermeasures
Good problem solving and countermeasure preparation will drive an organization to:
Productive self-criticism More robust systems and processes A higher-level understanding The countermeasure cycle is a team effort!
Effective Problem Solving with robust countermeasures lead to better processes!
Problem Solving Guide
Step 6: See Countermeasures through
Step 6 : See Countermeasures through
Share information with others by informing, reporting and consulting Review the progress of the action plan and the results in regular review meeting Ensure that your countermeasures do not create adverse effect to other upstream or downstream processes
120 100
80
60
40
20
0 Jan Feb Mar Apr Target
Problem Solving Guide
Step 7: Confirm Results and Processes
Step 7 : Confirm Results & Processes
Evaluate if target was achieved or not Evaluate the process and ensure that it is sustainable Confirm negative and positive effects Share evaluation with people involved
Problem Solving Guide
Step 8: Standardize Process
Step 8 : Standardize process
Set successful processes as new standard Share the new standard (Yotoken)
Standardization
Checklists
Flow-chart
Standard Work chart
Manual
Step 8 : Standardize process
Start the next round of Improvements PDCA SDCA
Quality, Productivity, Delivery ,
Situation after 1st standardization Situation after 2nd standardization
Situation with no standard
Kaizen
Target
Yotoken Yotoken
Quiz Time
Quiz time Which is the correct combination of Cause-&Effect (Fishbone) category headings?
Man, Method, Mother Nature, Machine, Materials, Measurement Procedure, Policy, Plant, Person, Planet, Programs Suppliers, Procedures, Customers, Management, Policies Movement, Materials, Machine, Measurement, Mother Nature None of the above, all are valid
Quiz time When do we need to stop asking Why?
After identification of direct cause After 5 times asking Why After identification of 5th symptom After identification of actionable root cause
Quiz time Which of the following is not part of the 8 steps in the Problemsolving process?
Define the Problem Verify the Effectiveness of the implemented Solution(s) Analyze the Problem to its Root Cause Target setting All of the above are steps in the Problem-Solving process
Quiz time TRUE or FALSE
T F T T
The major fault of problem solving is jumping to conclusions We need to follow the 8 step method for all problems "Object" problems are easier to solve than "people" problems People who anticipate potential problems are generally thought to be negative
Thank you !
Problem Solving Guide
Example of synergies between tools
Team Work Ensure that a team is gathered to discuss the problem Multi disciplinary team sparks creativity & out-of-the-box thinking Brainstorm Brainstorming can be used for 5Whys as well as for C&E diagram as method for obtaining ideas on causes Fishbone Diagram (also known as the cause and effect or Ishikawa) The fishbone diagram helps you explore all potential and/or real causes that result in a single defect or failure. Once inputs are established on the fishbone, you can use the 5 Whys technique to further drill down to the root causes 5 Whys The 5 Whys can be used individually or as a part of the fishbone diagram.
Comparison Problem Solving Processes
Problem Solving Guide
Step 6: Step 1: Clarify the Problem Step 4: Determine the Root Cause See Countermeasures through Step 7: Confirm Results and Processes Step 5: Develop Countermeasures
Step 2: Break Down the Problem
Step 8: Standardize Process
Step 3: Target Setting
