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WEBINAR

Scientific Problem Solving

Using A3 & the 7️⃣ Quality Tools

Ahmed Radwan
Continuous Improvement Professional
Lean Six Sigma Master Black Belt®
MBA | PMP® | Lean Bronze® | Scrum Master®

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 Webinar Contents

Introduction A3 & PDCA New Year Offer

What is “Scientific” about Problem Solving?
The 7 Problem Solving Tools Test your Knowledge and Win! Q&A

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Scientific
Problem Solving

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Scientific
Problem Solving
A3 Thinking

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 A3 Thinking
• At Toyota, the way of thinking about • A3 thinking is a way of solving
problems that involves a
problems and learning from them for more structured process
effective planning, decision-making, and documented on a single sheet
of A3 paper (29.7 x 42 cm) .
execution is one of the secrets of the • A3 thinking was developed by
company's success. Toyota in the mid-1940s as
part of its lean production
system, and it is still widely
• The process by which the company used by the company and
other organizations today .
identifies, frames, and then acts on problems
and challenges at all levels can be found in
the structure of its A3 process.
• Toyota's insight many years ago was that
every issue an organization faces can and
should be captured on a single sheet of
paper.
Source: Shook, John. Managing to Learn. Lean Enterprise Institute, 2008

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 A3 Thinking
• By successfully incorporating the A3 into team activities, • A3 thinking is not only a
companies will not only learn to stop avoiding problems, tool, but also a mindset
that fosters learning,
they will begin to recognize problems as powerful collaboration,
opportunities for learning and for improvement. communication and
continuous improvement.
• "Never tell your staff
exactly what to do.
• The A3 promotes a scientific method that encourages Whenever you do that, you
take responsibility away
individuals to observe reality, present data, propose from them."
effective countermeasures aimed at achieving the stated
goal, and engage in a process of checking and adjusting
based on actual results.

• A3 works as both a problem-solving tool and as a

structured process for creating problem-solvers.

Source: Shook, John. Managing to Learn. Lean Enterprise Institute, 2008

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 A3 Thinking
• PDCA (plan, do, check, act/adjust/action) is a • A3 thinking is not only a
management cycle based on the scientific tool, but also a mindset
that fosters learning,
method of proposing a change in a process, collaboration,
implementing the change, monitoring and communication and
continuous improvement.
measuring the results, and taking appropriate
action. • "Never tell your staff
exactly what to do.
• The PDCA cycle has four stages: Whenever you do that, you
take responsibility away
1. Plan: Determine the problems with the current from them."
conditions, goals for a process, and needed changes to
achieve them with actions and subgoals. Think
“hypothesis."
2. Do: Give the changes or the new process a try. Think
"experiment, trial."
3. Check-. Evaluate the results. Ask what was learned.
Think "study and reflect."
4. Act: Incorporate the learning into the new process.
Standardize and stabilize the change and begin again.
Think "adjust and standardize."

Source: Shook, John. Managing to Learn. Lean Enterprise Institute, 2008

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 A3 Thinking
On a single page, an A3 typically includes the following elements: • A3 thinking is not only a
tool, but also a mindset
Title: What are you Talking About Owner: Date: that fosters learning,
I. Background (Plan) V. Proposed Countermeasures (Do) collaboration,
What is your proposal to reach the future state, communication and
Why are you talking about it? the target condition? continuous improvement.
II. Current Conditions (Plan) How will your recommended countermeasures • "Never tell your staff
affect the root cause to achieve the target? exactly what to do.
What is the problem? Whenever you do that, you
VI. Plan (Do) take responsibility away
Where do things stand today? What activities Will be required for implementation from them."
• Show visually using charts, graphs, and who will be responsible for what and when?
drawings, maps, etc.
What are the indicators of performance or progress?
III. Goals / Targets (Plan)
• Incorporate a Gantt chart Or similar diagram
that shows actions/outcomes, timeline, and
What specific outcomes are required? responsibilities. May include on specific
means of implementation.

IV. Analyze (Plan) VII. Follow-up (Check / Act)

What is the cause(S) Of the problem? What issues Can be anticipated?

- Choose the simplest problem-analysis tool that • Ensure ongoing PDCA.
clearly shows the cause-and-effect relationship. - Capture and share

Source: Lean.org
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 A3 Thinking
• A3 thinking is not only a
tool, but also a mindset
that fosters learning,
collaboration,
communication and
continuous improvement.
• "Never tell your staff
exactly what to do.
Whenever you do that, you
take responsibility away
from them."

Source: Lean.org
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 A3 Thinking
• A3 thinking is not only a
tool, but also a mindset
that fosters learning,
collaboration,
communication and
continuous improvement.
• "Never tell your staff
exactly what to do.
Whenever you do that, you
take responsibility away
from them."

Source: Lean.org
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 A3 Thinking
• A3 thinking is not only a
tool, but also a mindset
that fosters learning,
collaboration,
communication and
continuous improvement.
A3 reports should become a standardized form • "Never tell your staff
of currency for problem-solving, dialogue, and exactly what to do.
Whenever you do that, you
decision-making in your organization, creating take responsibility away
from them."
an organization of scientists who continually
improve operations and results through
constant learning from the work at hand.
- John Shook

Source: Shook, John. Managing to Learn. Lean Enterprise Institute, 2008

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Scientific
Problem Solving
The 7️⃣ Basic Quality Tools

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 The 7️⃣ Basic Quality Tools
• Kaoru Ishikawa, a Tokyo engineering • The 7 Tools are called
basic quality tools
professor, pioneered the 7 quality tools and because they can be
"Quality Circles" in Japan's 1960s quality easily learned by anyone
even without any formal
movement. training in statistics.
• Statistical quality control was too complex
for most workers, so companies adopted
simpler methods that anyone could learn
and apply.

7 Basic Tools of Quality for Process Improvement | Creately

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 The 7️⃣ Basic Quality Tools
• The 7 Tools are called
basic quality tools
because they can be
CE Check Pareto Control Scatter easily learned by anyone
Histogram
Diagram Sheets Diagram
Graphs
Charts Diagrams even without any formal
A type of bar chart A tool that is used A systematic way The Pareto chart is Graphical The control chart a chart that helps
training in statistics.
that visualizes the for identifying the to collect, record a combination of a representation of is a type of run you identify how
distribution of various factors and present bar graph and a data chart used to two variables are
Definition numerical data. (causes) leading to quantitative and line graph. observe and study related.
an issue (effect). qualitative data. process variation

- Interpret a large - helps discover - Easy to use to understand the Understand To determine To validate the
amount of data the root cause of - To check the relative trends, relative whether a process relationship
- Provides insights the problem shape of the importance of importance, etc. is stable. between causes
Benefits into process allowing you to probability various problems - recognize and effects.
performance and find the correct distribution of a or causes of abnormal changes
variation solution process problems. in a process.
effectively.
Assessing the Analyzing the Recording Identifying the Line charts Monitoring the Exploring the
distribution of factors customer major causes of Pie Charts average response relationship
product weights in contributing to complaints or delays in project time of a customer between
Example a manufacturing product defects in inquiries by type management. support team. advertising
process. a manufacturing to identify expenditure and
process. common issues. sales revenue.

7 Basic Tools of Quality for Process Improvement | Creately

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The 7️⃣ QC Tools
1️⃣Histograms

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 1️⃣Histograms
• To know the quality of a given • Consistent Quality
requires dedicated deal of
amount of production, we must effort.
use averages and dispersion.
• A histogram is a type of graph that
represents the distribution of a set
of continuous data.
• Using the histogram, it is easy to
find the shape, the central value,
and the manner of dispersion. • Average of life = 3 Years
• Dispersion ??

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 1️⃣Histograms
How to Prepare a Histogram

Thickness
• Consistent Quality
Calculate Range requires dedicated deal of
3.56 3.46 3.48 3.50 3.42 3.43 3.52 3.49 3.44 3.50 effort.
3.48 3.56 3.50 3.52 3.47 3.48 3.46 3.50 3.56 3.38

3.41 3.37 3.47 3.49 3.45 3.44 3.50 3.49 3.46 3.46
Identify Number 3.55 3.52 3.44 3.50 3.45 3.44 3.48 3.46 3.52 3.46
of Classes
3.48 3.48 3.32 3.40 3.52 3.34 3.46 3.43 3.30 3.46

3.59 3.63 3.59 3.47 3.38 3.52 3.45 3.48 3.31 3.46

Calculate Classes 3.40 3.54 3.46 3.51 3.48 3.50 3.68 3.60 3.46 3.52
& Frequency in
Each Class 3.48 3.50 3.56 3.50 3.52 3.46 3.48 3.46 3.52 3.56

3.52 3.48 3.46 3.45 3.46 3.54 3.54 3.48 3.49 3.41

3.41 3.45 3.34 3.44 3.47 3.47 3.41 3.48 3.54 3.47

Draw Histogram
Range (R) = Max – Min = 3.68-3.30 = 0.38

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 1️⃣Histograms
How to Prepare a Histogram

• A histogram can be used to

35 check the shape of the data
Calculate Range 33
distribution and whether
the process changes over
30 time.
27
• A histogram can have
25 different types depending
Identify Number on the shape and width of
of Classes the bins, such as uniform,
20 bimodal, symmetric, or
probability histogram.
15
15

Calculate Classes
& Frequency in 10
Each Class
7 7
5
5
3
2
1
Draw 0

Histogram [3.30, 3.34] (3.34, 3.38] (3.38, 3.43] (3.43, 3.47] (3.47, 3.51] (3.51, 3.55] (3.55, 3.60] (3.60, 3.64] (3.64, 3.68]

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 1️⃣Histograms
How to read and use Histograms

1️⃣ Shape of the Distribution: • A histogram can be used to

check the shape of the data
• What is the most common values? distribution and whether
the process changes over
time.
• How great is the dispersion?
• A histogram can have
• Is the distribution symmetrical? Is it skewed? different types depending
on the shape and width of
• Is there only one peak? the bins, such as uniform,
bimodal, symmetric, or
probability histogram.

• In other words, what are the characteristics of the product?

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 1️⃣Histograms
How to read and use Histograms

• A histogram can be used to

2️⃣ Compare histogram to check the shape of the data
distribution and whether
specification limits 35
Specification
Limits
the process changes over
LSL
3.28
33 USL
3.6 time.
30
• A histogram can have
27
different types depending
• 3 % out of Specification Limit 25 on the shape and width of
the bins, such as uniform,
20 bimodal, symmetric, or
probability histogram.
• Average = 3.48, Target = 3.44 15
15

10
7 7

• Dispersion too high 5

5
3
2
1
0
(3.34, 3.38] (3.43, 3.47] (3.51, 3.55] (3.60, 3.64]
[3.30, 3.34] (3.38, 3.43] (3.47, 3.51] (3.55, 3.60] (3.64, 3.68]

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The 7️⃣ QC Tools
2️⃣Cause-and-Effect Diagram

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 2️⃣Cause-and-Effect Diagram
• A diagram that illustrates the • Also Called Ishikawa
Diagram, Fishbone
relationship between the cause Materials Work Methods Diagram
and the effect.
• Effect - Quality Characteristics
• Cause = Factors QUALITY

• Factors are almost uncountable

• Helps to organize the causes Environment Measurement

• Clearly illustrates the various

causes by sorting out and relating
the causes

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2️⃣Cause-and-Effect Diagram
Key Benefits

Educational tool • A good cause and effect

Documentation of diagram is one that fits
for all identified causes the purpose and there is
participants no one definite form
• Always aim for > 6 Causes

Guide for Shows how well the

team understands
discussion the process

Identification of Can be used for any

root causes problem (QCDSM)

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The 7️⃣ QC Tools
3️⃣Check Sheets

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 3️⃣Check Sheets
Check Sheets for Production Process Distribution

• Can be a more straightforward approach • Check sheets can be used

for many purposes, but
than the histogram. their most desirable
characteristic that they
• The distribution can be retrieved once the make it easy to compile
data have been collected. data in such a form that
they may be used readily
• Separate and compare check sheets over and analyzed
systematically
time.
• Use different colors for different data
sources (Machine / Labor / etc.)
• Check the distribution shape.
• Check against specification limits

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The 7️⃣ QC Tools
4️⃣Pareto Diagrams

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 4️⃣Pareto Diagrams
• Pareto Diagram is named
after Vilfredo Pareto, an
Right Axis Italian economist who
observed that 80% of the
Percentage effects come from 20% of
Distribution the causes .
Left Axis
• The Pareto chart can help
Number of identify the "vital few"
Defectives causes that account for
most of the problems or
effects .

Horizontal Axis
Defective Items
starting with
most frequent

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 4️⃣Pareto Diagrams
Key Benefits

• Defining Priorities for Improvement • Pareto Diagram is named

after Vilfredo Pareto, an
Italian economist who
• Building common understanding of observed that 80% of the
effects come from 20% of
priorities. the causes .
• The Pareto chart can help
• Defining Weight of Causes identify the "vital few"
causes that account for
most of the problems or
• Tracking results effects .

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 4️⃣Pareto Diagrams
How to Make a Pareto Diagram

1. Identify classification (defects, work • Generally, if

groups, products, size, damage, etc.) improvement measures
are taken, and proven
2. Identify time range effective, the order of the
bars will change
3. Sum up each classification for each
classification & calculate %.
4. Draw the bar chart from highest to
lowest total per classification.
5. Draw the line chart over the bar chart
(using the secondary vertical axis), by
cumulative %.
6. Use the % to identify target
classifications

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The 7️⃣ QC Tools
5️⃣Graphs

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 5️⃣Graphs
Ⓐ Line Graphs

• Usually there is a horizontal and a vertical • Graphs where the points

are connected by a
axis showing characteristic values related curved line are called
to both axes, and the points which are curved line graphs and
those connected by a
joined to make a line are determined on the broken line are called
basis of data showing both values. broken line graphs.

• Quality control charts have the date, time

and order plotted on them and can be 2000

called special broke line graphs.

1800
1600
1400
1200
1000
800
600
400
200
0
1 2 3 4 5 6 7 8 9 10

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 5️⃣Graphs
Ⓑ Bar Charts

• Bar graphs are used when the two characteristic values • Histograms can also be
are not considered continuous, i.e. there is one made not by listing the
defective items along the
characteristic value and the other is the description of it. horizontal axis but by
• By comparing the relative lengths of the bars on bar dividing each
characteristic value into
graphs we can learn the relationship between the classes and then showing
various amounts represented. the frequency of each one
by the height of the bar.
• The size of each item is represented by the length or
height of its bar.
• Pareto and Histogram are examples of Bar Charts

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 5️⃣Graphs
Ⓒ Circle Graphs (Pie Charts)

• Circle graphs are used to indicate the operating rate of a • Graphs where the points
factory, the number of workers involved in a job, the are connected by a
curved line are called
relationship of the part to the whole, the share of curved line graphs and
components, etc. those connected by a
broken line are called
• Circle graphs show the relationship in percentages and broken line graphs.
degrees.

QC Circle Participants
Others, 1, 8%

Workers, 2, 17%

12 Participants

Supervisors, 7,
58%
Staff, 2, 17%

Supervisors Staff Workers Others

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The 7️⃣ QC Tools
6️⃣ Control Charts

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6️⃣ Control Charts

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The 7️⃣ QC Tools
7️⃣Scatter Diagrams

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 7️⃣Scatter Diagrams
What is a Scatter Diagram

• With a scatter diagram two kinds of data are When we talk about the
relationship between two
indexed and then plotted on an ordinary kinds of data we are talking
about either
graph. • a cause-and-effect
relationship
• From this chart we can see that when the • a relationship between one
cause and another, or
moisture content is greater the elongation is • a relationship between
larger. one· cause and two causes.

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 7️⃣Scatter Diagrams
Reading Scatter Diagrams

The correct reading of scatter diagrams must lead to proper action. When we talk about the
relationship between two
kinds of data we are talking
about either
• a cause-and-effect
relationship
• a relationship between one
cause and another, or
• a relationship between one
Positive Correlation Positive Correlation cause and two causes.
May be present

No Correlation

Negative Correlation Negative Correlation

May be present

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 The 7️⃣ Tools and Scientific Problem Solving

• Effective A3s persuade

others by capturing the
Section of A3 Graphs / Sketch right story with facts (not
abstractions) and
Background Check sheet, Pareto diagram communicating the
meaning effectively.
Current Conditions Histogram, Scatter diagram, Control chart

Goals/Targets Charts

Analysis Control chart, Scatter, Cause-and-effect fishbone, Histogram

Proposed Countermeasures Graph

Follow-up Chart

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 A3 Thinking
How to Get Started

• Don't worry about whether to use pen, pencil, or even a computer • A3 thinking is not only a
tool, but also a mindset
program that fosters learning,
collaboration,
communication and
• Start somewhere and learn from experience (Pilot). continuous improvement.
• "Never tell your staff
exactly what to do.
• Make sure to have a sponsor for each A3 Whenever you do that, you
take responsibility away
• Link A3 to Organizational Objectives (Hoshin) from them."

• Educate stakeholders
• Formalize A3 as a standard process for problem-solving (integrate with
existing systems)
• Always ask yourself: What is the problem we are trying to solve?!
Source: Lean.org
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Scientific Problem Solving

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 "The capacity to learn
is a gift;

the ability to learn is a

skill;

the willingness to
learn is a choice."

- Brian Herbert

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