8d problem solving

8D PROBLEM 8D PROBLEM SOLVINGSOLVING

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OVERVIEW OF 8D PROBLEM OVERVIEW OF 8D PROBLEM SOLVINGSOLVING

The eight-step approach to problem solving The eight-step approach to problem solving that’s covered in this program provides a that’s covered in this program provides a simple, straightforward method of simple, straightforward method of addressing problems or non-conformities.addressing problems or non-conformities.

However, before you learn the individual However, before you learn the individual steps, you need to understand some steps, you need to understand some concepts and terms that are applicable to concepts and terms that are applicable to the full approach.the full approach.

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Learning Objectives:Learning Objectives:

State a definition of PROBLEMS.State a definition of PROBLEMS.

Understand the importance of documentation to Understand the importance of documentation to problem solving efforts.problem solving efforts.

Recognize the benefits of a structured approach Recognize the benefits of a structured approach to problem solving. to problem solving.

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• Problems and non-conformities are Problems and non-conformities are inevitable in any organization, regardless of inevitable in any organization, regardless of the products it makes or services it the products it makes or services it provides.provides.

• They result in scrap, downtime, customer They result in scrap, downtime, customer dissatisfaction and other negative effects.dissatisfaction and other negative effects.

• So, it’s important to have an effective way So, it’s important to have an effective way of addressing problems when they occur.of addressing problems when they occur.

• In this training program, you’ll learn to use In this training program, you’ll learn to use a practical, eight-step approach to problem a practical, eight-step approach to problem solving.solving.

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8-STEP METHODOLOGY8-STEP METHODOLOGY A broad path which many of the other tools A broad path which many of the other tools

of continuous improvement can be used to:of continuous improvement can be used to: - define and document the process,- define and document the process, - to collect and analyze data,- to collect and analyze data, - to identify and solve problems, and- to identify and solve problems, and - to effect problem solving.- to effect problem solving.

Provides a step-by-step guide for “ how to Provides a step-by-step guide for “ how to get there”.get there”.

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8-STEP METHODOLOGY8-STEP METHODOLOGY Best applied to detailed activity or task Best applied to detailed activity or task

related problems.related problems. Used to identify the root causes and Used to identify the root causes and

“forever” remove them.“forever” remove them. Functions in any level or any area of the Functions in any level or any area of the

organizationorganization Used when a process was working, but Used when a process was working, but

now has an error or defect.now has an error or defect. Used when a process goes out of control.Used when a process goes out of control.

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DOCUMENTATIONDOCUMENTATION• Record all decisions, activities and results Record all decisions, activities and results

to:to:

- keep efforts on track- keep efforts on track

- keep others informed- keep others informed

- provide reference to others- provide reference to others

You should document your efforts You should document your efforts throughout all eight steps of the problem throughout all eight steps of the problem solving approach.solving approach.

Many organizations’ quality management Many organizations’ quality management systems require thorough documentationsystems require thorough documentation

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DOCUMENTATIONDOCUMENTATION Even if that’s not the case in your Even if that’s not the case in your

organization, the reasons listed above organization, the reasons listed above should make it clear that documentation should make it clear that documentation serves several important functions. serves several important functions.

In addition to written reports, In addition to written reports, documentation can take many forms, such documentation can take many forms, such audio or videotapes, computer files or tags audio or videotapes, computer files or tags and labels.and labels.

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BENEFITS OF PROBLEM BENEFITS OF PROBLEM SOLVINGSOLVING

Improved qualityImproved quality

More satisfied customersMore satisfied customers

Less crisis managementLess crisis management

More pro-active thinkingMore pro-active thinking

Greater applicabilityGreater applicability

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BENEFITS OF PROBLEM BENEFITS OF PROBLEM SOLVINGSOLVING

You’re probably already aware of some of the benefits You’re probably already aware of some of the benefits of problem solving, and may have a few in mind that of problem solving, and may have a few in mind that are not listed here.are not listed here.

It’s worth nothing that there are no true It’s worth nothing that there are no true disadvantages to a structured approach to problem disadvantages to a structured approach to problem solving.solving.

It may take more time to complete that applying a It may take more time to complete that applying a “Band-Aid “ solution.“Band-Aid “ solution.

However, such solutions rarely address a problem’s However, such solutions rarely address a problem’s real cause, so you’ll end up spending even more time real cause, so you’ll end up spending even more time trying to “solve” the same problem over and over. trying to “solve” the same problem over and over.

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CAUSES OF VARIATIONCAUSES OF VARIATION

Common Causes:Common Causes: - Produce normal, expected differences- Produce normal, expected differences - Are not easily identified or eliminated- Are not easily identified or eliminated

Special Causes:Special Causes: - Produce unusual, expected differences- Produce unusual, expected differences - Must be identified and eliminated- Must be identified and eliminated

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CAUSES OF VARIATIONCAUSES OF VARIATIONNo processes operates in exactly the same way all No processes operates in exactly the same way all the time.the time.All processes contain at least some degree of All processes contain at least some degree of variation, which produces variations among their variation, which produces variations among their products or services.products or services.That’s why most specifications include a range of That’s why most specifications include a range of acceptable values, such as tolerance limits.acceptable values, such as tolerance limits.Knowing if a process contains only common causes Knowing if a process contains only common causes of variation or also contains special causes may of variation or also contains special causes may influence your problem solving efforts.influence your problem solving efforts.When only common causes are present, you will When only common causes are present, you will probably need to take a broad view of the entire probably need to take a broad view of the entire process or system to identify opportunities for process or system to identify opportunities for positive changes.positive changes.When special causes exist, you must focus on When special causes exist, you must focus on identifying and eliminating the unusual identifying and eliminating the unusual occurrences.occurrences.

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TARGET DEFINITIONTARGET DEFINITION

Describe your goal in numeric terms.Describe your goal in numeric terms.

This is a quantifiable measure that lets This is a quantifiable measure that lets you know when you have succeeded.you know when you have succeeded.

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THE 8-STEP THE 8-STEP METHODOLOGYMETHODOLOGY

AwarenessOf Problem

Determine Ownership

Define The Problem

Isolate And Contain The Symptoms

1.

2.

3.

Choose A Corrective Action

Implement AndValidate The

Corrective Action

PreventRecurrence

AcknowledgeThe

Improvement

Select Likely Causes

Is the PotentialCause a

RootCause?

Identify PossibleSolutions

5.

6.

7.

8.Yes

No

4. Find TheRoot Cause

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8-STEP METHODOLOGY8-STEP METHODOLOGY

STEP 1STEP 1

Determine OwnershipDetermine Ownership

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INDIVIDUAL OWNERSHIPINDIVIDUAL OWNERSHIPAppropriate for relatively simple or limited Appropriate for relatively simple or limited problems.problems.Generally produces faster solutions.Generally produces faster solutions.

Although individual ownership of a problem Although individual ownership of a problem solving is one option, it’s generally not the solving is one option, it’s generally not the best one.best one.

That’s because most of the problems or That’s because most of the problems or nonconformities that warrant problem nonconformities that warrant problem solving are more complex, or require more solving are more complex, or require more knowledge of several operations or knowledge of several operations or departments, than the scope of one departments, than the scope of one person’s abilities.person’s abilities.

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TEAM OWNERSHIPTEAM OWNERSHIPConsiders all aspects of problemsConsiders all aspects of problems

Leads to more innovative solutionsLeads to more innovative solutions

Provides larger pool of skillsProvides larger pool of skills

Produces synergyProduces synergyTeam ownership of a problem solving is always the Team ownership of a problem solving is always the

better choice, simply because members offer a better choice, simply because members offer a variety of expertise, backgrounds and opinions.variety of expertise, backgrounds and opinions.

And, when individuals work together, they produce And, when individuals work together, they produce synergy, which means that the group’s combined synergy, which means that the group’s combined energy is greater than the sum of its individuals’ energy is greater than the sum of its individuals’ energies.energies.

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TEAM MEMBERS’ TEAM MEMBERS’ QUALIFICATIONSQUALIFICATIONS

Ability to work in a team.Ability to work in a team.

Knowledge of the problem.Knowledge of the problem.

Time and willingness to participate.Time and willingness to participate.

Technical ability.Technical ability.

These qualifications should be quite obvious if you’re These qualifications should be quite obvious if you’re trying to assemble a competent, efficient team.trying to assemble a competent, efficient team.

Note that these qualifications span both technical Note that these qualifications span both technical and interpersonal skills.and interpersonal skills.

It’s not enough for team members to be It’s not enough for team members to be knowledgeable.knowledgeable.

They also must be able to work together in a They also must be able to work together in a constructive, effective manner.constructive, effective manner.

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EXAMPLES OF STEP 1:EXAMPLES OF STEP 1:

DETERMINE OWNERSHIPDETERMINE OWNERSHIP An example of how Step 1 was completed in an actual An example of how Step 1 was completed in an actual

organization follow. These examples will be continued organization follow. These examples will be continued through all eight steps of problem solving.through all eight steps of problem solving.

BackgroundBackground SPS Technologies is a worldwide manufacturer of precision SPS Technologies is a worldwide manufacturer of precision

fasteners, cutting and forming tools, metal alloys and fasteners, cutting and forming tools, metal alloys and superalloys, magnetic products and metal components.superalloys, magnetic products and metal components.

Their products are used in aircraft, automobile and turbine Their products are used in aircraft, automobile and turbine engines, as well as computers. Telecommunications engines, as well as computers. Telecommunications equipment and medical prosthesis products.equipment and medical prosthesis products.

They are registered to ISO 9001, as well as QS 9000 and are They are registered to ISO 9001, as well as QS 9000 and are long-time practitioners of the 8-step problem solving method.long-time practitioners of the 8-step problem solving method. Team problem solving is standard practice at SPS, Team problem solving is standard practice at SPS,

particularly when a problem has been reported by a particularly when a problem has been reported by a customer.customer.

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EXAMPLE OF Step 1:EXAMPLE OF Step 1:

DETERMINE OWNERSHIPDETERMINE OWNERSHIPExample 1: Mixed BatchExample 1: Mixed Batch Recently an automotive customer reported finding a different Recently an automotive customer reported finding a different

type of bolt mixed in with the batch of 100,000 flywheel bolts type of bolt mixed in with the batch of 100,000 flywheel bolts they had specified.they had specified.

SPS quickly assembled a team to investigate.SPS quickly assembled a team to investigate. The team was made of representatives from all the functional The team was made of representatives from all the functional

areas with a connection to the problem. Included were:areas with a connection to the problem. Included were: *Shipping Manager*Shipping Manager *Auto-Inspection Operator*Auto-Inspection Operator *Manufacturing Manager*Manufacturing Manager *Quality Manager*Quality Manager *Distributor*Distributor The diversity of expertise they possessed would help ensure a The diversity of expertise they possessed would help ensure a

thorough analysis of the problem and an appropriate thorough analysis of the problem and an appropriate response.response.

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STEP 2STEP 2

DEFINE THE PROBLEMDEFINE THE PROBLEM

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STEP 2: DEFINE THE STEP 2: DEFINE THE PROBLEMPROBLEM

This step focuses on describing the problem This step focuses on describing the problem in greater detail. In the last step we built the in greater detail. In the last step we built the problem solving team and identified the problem solving team and identified the problem.problem.

The final outcome of this step is a The final outcome of this step is a problem problem statementstatement..

The step is more than simply identifying that The step is more than simply identifying that a problem exists.a problem exists.

You must define what you know about the You must define what you know about the problem in problem in clear, specific termsclear, specific terms..

This helps to ensure that everyone involved This helps to ensure that everyone involved has a has a common understanding common understanding of the problem of the problem from the start of the problem solving effort.from the start of the problem solving effort.

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STEP 2:DEFINE THE STEP 2:DEFINE THE PROBLEMPROBLEM

If you do not define the problem, you risk:If you do not define the problem, you risk:

-Correcting symptoms.-Correcting symptoms.

-Implementing temporary solutions.-Implementing temporary solutions.

-”Solving” several possible causes.-”Solving” several possible causes.

-Taking several courses of problem solving.-Taking several courses of problem solving.

-Unless you define the problem, you won’t -Unless you define the problem, you won’t know know

how to direct your problem solving efforts.how to direct your problem solving efforts.

So, you’re likely to waste time and effort So, you’re likely to waste time and effort without accomplishing your objective.without accomplishing your objective.

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If you define the problem, you will:If you define the problem, you will: -Increase the likelihood of developing an-Increase the likelihood of developing an effective solution.effective solution. -Create a common understanding by all-Create a common understanding by all involved.involved.

As you might expect, the reverse is true As you might expect, the reverse is true when you do define a problem.when you do define a problem. You’re much more likely to accomplish You’re much more likely to accomplish your objective, and do it in less time and your objective, and do it in less time and with less effort.with less effort.

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Characteristics of a good problem Characteristics of a good problem definition:definition:Clear, concise and accurateClear, concise and accurateDescriptive and traceableDescriptive and traceableAnswers the questions:Answers the questions:

- What?- What? - Where?- Where? - When?- When? - How extensive?- How extensive?

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Don’t necessarily expect that you can write Don’t necessarily expect that you can write a good definition without doing some a good definition without doing some investigation of the problem.investigation of the problem.

Also note that since each problem is Also note that since each problem is different, the questions you’ll be able to different, the questions you’ll be able to answer in a definition also will be different.answer in a definition also will be different.

Note that a good definition should be Note that a good definition should be traceable.traceable.

This should describe the problem in such This should describe the problem in such sufficient detail so that someone who’s not sufficient detail so that someone who’s not familiar with it could find it.familiar with it could find it.

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Characteristics of a good problem definition:Characteristics of a good problem definition:ObjectiveObjective

- Does not place blame- Does not place blame - Does not include causes or solutions- Does not include causes or solutions

ActionableActionableA problem statement should simply describe what’s A problem statement should simply describe what’s wrong.wrong.It should not mention who or what may be at fault or It should not mention who or what may be at fault or how it might be solved.how it might be solved.Placing blame does little or nothing to solve a Placing blame does little or nothing to solve a problem.problem.And, at this step of the eight-step approach, you And, at this step of the eight-step approach, you haven’t done the investigation and analysis required haven’t done the investigation and analysis required to identify a cause or a solution.to identify a cause or a solution.

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Problem Definition ExamplesProblem Definition Examples#1 Poor: #1 Poor: People complain about colors not beingPeople complain about colors not being right.right. Better: Better: Last month, one out of ten customers noticedLast month, one out of ten customers noticed discoloration on the inside panel of part 515-R.discoloration on the inside panel of part 515-R.#2 #2 Due to poor mold closure, flash appeared on Due to poor mold closure, flash appeared on 45% of the injection molded parts from line #7 45% of the injection molded parts from line #7 last week.last week.#3 Poor: #3 Poor: The previous shift changes the machine settings.The previous shift changes the machine settings. Better: Better: The setting on machine #9 varied by as muchThe setting on machine #9 varied by as much as 3as 3° between 1° between 1stst and 2 and 2ndnd shift on Monday. shift on Monday. Do these examples contain the characteristics of a good problem definition? If not, Do these examples contain the characteristics of a good problem definition? If not,

why?why?

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Goal StatementsGoal Statements

Identify what the problem solving will accomplish:Identify what the problem solving will accomplish: -Problem definition: -Problem definition: Last month, one out of ten customers noticed Last month, one out of ten customers noticed

discoloration on the inside panel of part 515-R.discoloration on the inside panel of part 515-R.

-Goal statement: -Goal statement: Corrective action will eliminate all discolorations on the Corrective action will eliminate all discolorations on the inside panel of part 515-R.inside panel of part 515-R.

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Goal Statements – Cont’dGoal Statements – Cont’dGoal statements can be useful for identifying the desired outcome of the Goal statements can be useful for identifying the desired outcome of the problem solving.problem solving.They give the team and others a clear objective for their efforts, and minimize They give the team and others a clear objective for their efforts, and minimize the risk of misunderstandings about the team’s assignment.the risk of misunderstandings about the team’s assignment.Good goal statements have the same characteristics as good problem Good goal statements have the same characteristics as good problem definitions:definitions:

- They are clear, concise and specific.- They are clear, concise and specific. - They identify a measurable level of improvement.- They identify a measurable level of improvement. - They describe changes in terms of the processes or- They describe changes in terms of the processes or systems that will be affected, not in terms of individuals’systems that will be affected, not in terms of individuals’ responsibilities.responsibilities.

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Symptoms vs. ProblemsSymptoms vs. ProblemsSymptom: Symptom: Detectable evidence that Detectable evidence that

problem exists.problem exists.Problem: Problem: Reason why symptoms appear.Reason why symptoms appear.

It’s important not to confuse these terms, and to be sure It’s important not to confuse these terms, and to be sure that your problem solving efforts address the problem, and that your problem solving efforts address the problem, and not one of its symptoms.not one of its symptoms.

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Problem Definition DataProblem Definition DataBegins to build the knowledge needed to understand Begins to build the knowledge needed to understand and correct the problem.and correct the problem.All must be recorded using any appropriate method. All must be recorded using any appropriate method. Include:Include:

- Team members and their roles- Team members and their roles - Problem definition- Problem definition - All other data collected so far- All other data collected so far

The need to document your problem solving efforts is The need to document your problem solving efforts is important enough to reemphasize.important enough to reemphasize.The more information you have, and the easier it is to The more information you have, and the easier it is to retrieve, the more effective and efficient your efforts retrieve, the more effective and efficient your efforts will be.will be.

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Examples of Step 2: Define the ProblemExamples of Step 2: Define the ProblemBackground (Applicable to both teams) Background (Applicable to both teams) SPS uses a standard format to document their problem SPS uses a standard format to document their problem solving. At the top of the report is a section for solving. At the top of the report is a section for recording basic information about the problem, recording basic information about the problem, includingincluding

- Individual who registered the complaint- Individual who registered the complaint - Date of complaint - Date of complaint - Customer name and plant- Customer name and plant - Customer complaint number- Customer complaint number - SPS supplier I.D. number- SPS supplier I.D. number - Customer part number- Customer part number - SPS part number and description- SPS part number and description - Release and lot number.- Release and lot number.

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This is followed by a description of the actions This is followed by a description of the actions taken for each of the eight steps in the taken for each of the eight steps in the problem solving process.problem solving process.

Example 1: Mixed BatchExample 1: Mixed BatchUnder Step 2: Define the Problem, the team defined Under Step 2: Define the Problem, the team defined the problem as simply, “ Additionally parts (Part No. the problem as simply, “ Additionally parts (Part No. XXXX) found mixed with batch. XXXX) found mixed with batch. Together with the basic information listed above, they Together with the basic information listed above, they had enough to go on to contain the problem and then had enough to go on to contain the problem and then begin looking for its root cause.begin looking for its root cause.

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FLOW CHART FLOW CHART

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Prioritize

Do You Have Enough Data

CollectData

Write Problem Statement

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PRIORITIZEPRIORITIZE You will frequently have more than one You will frequently have more than one

problem you could solve so decide which one problem you could solve so decide which one to solve first. Ask yourself these questions:to solve first. Ask yourself these questions:

- Which problem is most important to the - Which problem is most important to the customer?customer?

- Are there problems that need to be solved - Are there problems that need to be solved first?first?

- What is the customer most concerned - What is the customer most concerned about?about?

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DATA COLLECTIONDATA COLLECTION Data collection is a looping process. You collect data, Data collection is a looping process. You collect data,

analyze and refine it, and then collect more. Keep doing analyze and refine it, and then collect more. Keep doing this until you know enough about the problem to solve it.this until you know enough about the problem to solve it.

Start by surveying the customers to see how they perceive Start by surveying the customers to see how they perceive the problem.the problem.

Then create check sheets that break out the top five Then create check sheets that break out the top five problem areas the customer identified.problem areas the customer identified.

Use the check sheets to survey more broadly and generate Use the check sheets to survey more broadly and generate Pareto charts to display the resultsPareto charts to display the results

If you have not collected enough data yet, take the top 80% If you have not collected enough data yet, take the top 80% of the Pareto elements and run them back through the loop.of the Pareto elements and run them back through the loop.

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DATA COLLECTIONDATA COLLECTION

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Collect Data

Classify Data

SurveyCustomers

Create Check sheets

Create Pareto

Focus 80% Pareto Elements

Have we collectedenough data to

solve the problem

Brainstorm

On to next step

Yes

No

Attribute

Variable

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DATA COLLECTION – Cont’dDATA COLLECTION – Cont’d What do you know about the problem? What What do you know about the problem? What

additional data do you need?additional data do you need? What kind of effect will the solution have on the What kind of effect will the solution have on the

organization? What adjustments will have to be organization? What adjustments will have to be made?made?

Example:Example: Increasing efficiency by solving a problem at one Increasing efficiency by solving a problem at one station on station on

an assembly line will effect the timing of other stations.an assembly line will effect the timing of other stations. Will the solution have a positive impact on the Will the solution have a positive impact on the

customer (internal or external)?customer (internal or external)? Your goal is to create a list of critical customer Your goal is to create a list of critical customer

requirements.requirements.

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SurveysSurveys Surveys gather information on items you want to Surveys gather information on items you want to

measure and compare. They may be in written measure and compare. They may be in written format or gathered verbally. Collecting the data format or gathered verbally. Collecting the data directly from the customer ensures you are directly from the customer ensures you are addressing the right issues in the right ways.addressing the right issues in the right ways.

Designing an effective survey that does not Designing an effective survey that does not prejudice your data requires rigorous attention. prejudice your data requires rigorous attention. Remember your goal is to clarify the critical Remember your goal is to clarify the critical customer issues. Do not allow your customer issues. Do not allow your preconceptions to color your results.preconceptions to color your results.

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Cont’d

STEP 2:DEFINE THE PROBLEM

SURVEYS – Cont’dAsk comparative questions. Don’t ask if something is satisfactory. Instead ask to compare it to something else.Use rating scales rather than yes/no or good/bad.Examine your questions to make certain that they are not biased.Ask open-ended questions that can supply paragraph-type feedback. This will be much more helpful than brief multi-choice selections.

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Attribute vs Variable DataAttribute data is a yes/no or on/off result.

Example: Q: Is the light bulb working?

A: Yes.

Variable data is more specific and measured along a range.

Example: Q: How bright is the light bulb?

A: 60 watts.

The different types of data lend themselves to certain types of analysis.

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Refining DataThis graphic shows how charts and data collection increase your understanding of the problem.

For example: you discover after investigating customer complaints that most occur on the Optiplex DGX, so you analyze that further.

Next, survey customers and record the number of complaints by creating complaint subjects and check sheets. In the example shown, we see the phone system is the major cause for complaints.

Since we have been instructed that our solutions must not include capital expenditures, we can’t solve the “phone system” complaint.

However, if we analyze further, once again by surveying, creating check sheets and collecting data, we discover customers are mainly upset because they are getting passed from one operator to another. We can solve this problem.

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Problem SizeThe problem should be small enough to pinpoint a distinct start and stop point and it must not be beyond the scope of the team to solve.

The problem is too big when the level of expertise needed to solve it is not specific.

The deliverable of Step Two is a completed Problem Statement.

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Guidelines Problem Statements should be:

- specific

- concise

- observable Back them up with:

- the conditions under which the problem occurs

- the problem’s history

- how often the problem occurs

- information on similar problems (current and past) that we

can learn from. Critical Customer Requirements

- reveal what the customer needs the solution to be.

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STEP 3STEP 3ISOLATE AND CONTAIN THEISOLATE AND CONTAIN THE SYMPTOMS SYMPTOMS

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STEP 3: ISOLATE AND CONTAIN THE STEP 3: ISOLATE AND CONTAIN THE

SYMPTOMSSYMPTOMS

It takes time to analyze a problem, identify It takes time to analyze a problem, identify its root cause, develop appropriate its root cause, develop appropriate solutions and evaluate their effectiveness.solutions and evaluate their effectiveness.However, you can’t just let the problem However, you can’t just let the problem continue until then.continue until then.You must find a way to contain it in the You must find a way to contain it in the short-term, to be sure that it doesn’t reach short-term, to be sure that it doesn’t reach your customers or causeyour customers or cause any more any more disruption to your processes or operations.disruption to your processes or operations.

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SYMPTOMSSYMPTOMS

Purpose of Isolating and Containing thePurpose of Isolating and Containing the SymptomsSymptoms

To keep the problem ‘in check’ so it To keep the problem ‘in check’ so it doesn’t reach customers.doesn’t reach customers.To minimize downtime.To minimize downtime.

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SYMPTOMSSYMPTOMS

Effective Short-Term Solutions Are Not:Effective Short-Term Solutions Are Not:Increase operator awareness.Increase operator awareness.

Adjust the process.Adjust the process.

Notify or visit the supplier.Notify or visit the supplier.

Wait to find the root cause.Wait to find the root cause.

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SYMPTOMSSYMPTOMS

Effective Short-Term Solutions Are:Effective Short-Term Solutions Are:

Contained at the source and at points Contained at the source and at points downstream in the process.downstream in the process.

Implemented immediatelyImplemented immediately

Proven by evidence.Proven by evidence.

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SYMPTOMSSYMPTOMS Examples of Step 3Examples of Step 3

Example 1: Mixed BatchExample 1: Mixed Batch At SPS Technologies, the goal is to contain a problem within 24 At SPS Technologies, the goal is to contain a problem within 24

hours of its discovery.hours of its discovery. So when the customer reported receiving a mixed batch of bolts, So when the customer reported receiving a mixed batch of bolts,

the corrective action team immediately retrieved the lot from the the corrective action team immediately retrieved the lot from the customer and did a 100% sort.customer and did a 100% sort.

They found no further evidence of mixing.They found no further evidence of mixing. They also ordered a 100% sort of their of current inventory – more They also ordered a 100% sort of their of current inventory – more

than 32,000 pieces – to determine the extent of the problem and than 32,000 pieces – to determine the extent of the problem and ensure that it would not affect future shipments.ensure that it would not affect future shipments.

The team then checked the inspection process.The team then checked the inspection process.

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SYMPTOMSSYMPTOMS Examples of Step 3 Examples of Step 3

Example 1: Mixed Batch – Cont’dExample 1: Mixed Batch – Cont’dAll bolts are run through an auto-inspection machine that is All bolts are run through an auto-inspection machine that is designed to detect mixed bolts.designed to detect mixed bolts.

The operator checks the integrity of the machine every hour by The operator checks the integrity of the machine every hour by purposely sending through a mixed batch.purposely sending through a mixed batch.

Results are recorded on a p chart.Results are recorded on a p chart.

The team checked the p chart results and confirmed that the auto-The team checked the p chart results and confirmed that the auto-inspection machine was, in fact working properly.inspection machine was, in fact working properly.

Following inspection, the bolts are sent to a vendor who applies a Following inspection, the bolts are sent to a vendor who applies a narrow band of epoxy, called a “patch” to the threads.narrow band of epoxy, called a “patch” to the threads.

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SYMPTOMSSYMPTOMS Examples of Step 3 Examples of Step 3

Example 1: Mixed Batch – Cont’dExample 1: Mixed Batch – Cont’dThe patch serves as a locking feature; it secures the bolt in the The patch serves as a locking feature; it secures the bolt in the assembly and prevents it from slipping out.assembly and prevents it from slipping out.

The team notified the patch vendor of the mixed batch and The team notified the patch vendor of the mixed batch and reviewed his process to ensure that the mix was not occurring reviewed his process to ensure that the mix was not occurring there.there.

The vendor’s records indicated that the two types of bolts were The vendor’s records indicated that the two types of bolts were not being processed at the same time.not being processed at the same time.

By taking these precautions, the team was confident that no By taking these precautions, the team was confident that no further mixing would take place and they could turn their attention further mixing would take place and they could turn their attention to finding the root cause.to finding the root cause.

54

Cont’dCont’d


SYMPTOMSSYMPTOMS

55

Current Containment Plan

Evaluate The Current Plan

Invent A Containment

Plan

No

Yes

Cont’dCont’d


SYMPTOMSSYMPTOMS

Invent a Containment Plan : Cont’dInvent a Containment Plan : Cont’d

56

Brainstorm Possible Containment Actions

Evaluate

Test Possible Solutions For:

QuickCheapSimple

ImplementableAcceptable

GoodNo

Go to Next Step

Yes

Cont’dCont’d


SYMPTOMSSYMPTOMS

The Containment Plan must include:The Containment Plan must include: - Containment Action Plan.- Containment Action Plan. - Responsibilities- Responsibilities - Cost Prediction- Cost Prediction - List of People Effected- List of People Effected - Effect of the Corporation- Effect of the Corporation - Effect on the Customer.- Effect on the Customer.

57

Cont’dCont’d


SYMPTOMSSYMPTOMS

Containment PlanContainment Plan

Project Name:_______________Project Name:_______________

Project Owner (s):____________Project Owner (s):____________

Project Sponsor (s):___________Project Sponsor (s):___________

Containment Plan: Containment Plan: ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Action ResponsibilityAction Responsibility__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

__________________________________________________________________________________________________________________

__________________________________________________________________________________________________________________

__________________________________________________________________________________________________________________

__________________________________________________________________________________________________________________

58

Cont’dCont’d


SYMPTOMSSYMPTOMS

Containment PlanContainment Plan

Cost Prediction:___________________________________Cost Prediction:___________________________________________________________________________________________________________________________________Effect on Customer:________________________________Effect on Customer:________________________________________________________________________________________________________________________________

__________________________________________________________________________________People Effected:___________________________________People Effected:___________________________________________________________________________________________________________________________________Effect on Corporation:______________________________Effect on Corporation:______________________________________________________________________________________________________________________________

59

STEP 4STEP 4 FIND THE ROOT CAUSEFIND THE ROOT CAUSE


60

STEP 4: FIND THE ROOT STEP 4: FIND THE ROOT CAUSECAUSE

Now we have protected our Now we have protected our customers and given ourselves a customers and given ourselves a little breathing room to solve the little breathing room to solve the problem.problem.But to solve the problem we But to solve the problem we must first find its cause. must first find its cause.

61

STEP 4: DETERMINE THE ROOT STEP 4: DETERMINE THE ROOT CAUSECAUSE

Unless you identify the single root Unless you identify the single root cause of a problem, you cannot cause of a problem, you cannot permanently or completely eliminate it.permanently or completely eliminate it.

This session explains the importance of This session explains the importance of Step 4 to the entire corrective action Step 4 to the entire corrective action approach and how to identify a root approach and how to identify a root cause using a variety of tools and cause using a variety of tools and techniques.techniques.

62

Cont’dCont’d


Root CauseRoot Cause It’s essential to understand that there is It’s essential to understand that there is

only one root cause of a problem.only one root cause of a problem. And, the only way to completely and And, the only way to completely and

permanently solve a problem is to identify permanently solve a problem is to identify and eliminate its root cause.and eliminate its root cause.

63

Cont’dCont’d


Occur Cause PathOccur Cause PathWhat went wrong?What went wrong?Identifies causes of product nonconformities or Identifies causes of product nonconformities or process failures.process failures.

Escape Cause PathEscape Cause PathHow did the problem escape?How did the problem escape?Identifies causes for problems being undetected Identifies causes for problems being undetected through successive operationsthrough successive operations

64

Cont’dCont’d


The “5 Whys”The “5 Whys” A useful technique for identifying a root A useful technique for identifying a root

cause.cause. Ask “Why did the problem occur?”Ask “Why did the problem occur?” To your answer, again ask “Why?”To your answer, again ask “Why?” Repeat until your only answer is “I don’t Repeat until your only answer is “I don’t

know.”know.”

65

Cont’dCont’d


The “5 Whys” ExampleThe “5 Whys” ExampleProblem: Problem: Surface defects have been discovered on 25 of the car door Surface defects have been discovered on 25 of the car door

panels produced during the last five weeks of production. The defects panels produced during the last five weeks of production. The defects

were observed after the prime coat spray operation.were observed after the prime coat spray operation.

Why is the surface marred? Why is the surface marred? - The prime coat spray is contaminated.- The prime coat spray is contaminated.

Why? Why? - Loose, crumbly paint falls off the booth.- Loose, crumbly paint falls off the booth.

Why? Why? - There’s excess build-up on its wall.- There’s excess build-up on its wall.

Why? Why? - It’s cleaned only once a week.- It’s cleaned only once a week.

Why? Why? - Workers don’t have time to do it more often.- Workers don’t have time to do it more often.

Why? Why? – Don’t know.– Don’t know.

66

Cont’dCont’d


The “5 Whys” ExampleThe “5 Whys” ExampleWhy did defects go undetected? Why did defects go undetected? - Inspection plan - Inspection plan didn’t didn’t

contain instructions . contain instructions .

Why? Why? - Significant characteristics not defined.- Significant characteristics not defined.

Why? Why? - No communication between QA and - No communication between QA and

Manufacturing.Manufacturing.

Why? Why? - Don’t know.- Don’t know.

67

Cont’dCont’d


BrainstormingBrainstormingA useful technique for gathering ideas and A useful technique for gathering ideas and information.information.

Involves individuals who are familiar with Involves individuals who are familiar with the problem.the problem.

68

Cont’dCont’d


BrainstormingBrainstorming

Prepare participantsPrepare participants

Conduct the sessionConduct the session

Analyze ideasAnalyze ideas

Select and rank possible Select and rank possible

causescauses

69

Cont’dCont’d


Cause-and-Effect AnalysisCause-and-Effect Analysis

70

NonconformingProducts

People Equipment Materials

Methods Environment

Quality

Speed

Age

VibrationAttitude

Power

Temperature

Training

Skills

Dirt

Oil

MeasurementFrequency

Accuracy

Cont’dCont’d


Cause-and-Effect AnalysisCause-and-Effect Analysis

71

Rejected Copy

Machine

Materials

Environment

Operator

Humidity

Time of YearDirt

Worn Parts

Maintenance Interval

Drum

Maintenance Interval

Weight LimitationCopy Glass

Scratches

PreviousExperience

Time of Day

Setup/ResetSize Control

Intensity

No. of Copies

Paper Loading

Paper

Thickness

Type

Toner

Amount

Original

Darkness

SizeImage Alignment

ColorWeight

Cont’dCont’d

STEP 4: DETERMINE THE ROOT CAUSESTEP 4: DETERMINE THE ROOT CAUSE

Check SheetCheck SheetDepartment/ Shift: Department/ Shift: Customer Service Customer Service Data Collector(s): Data Collector(s): Team 4 Team 4 Prepared By: Prepared By: Bill WBill W

Data Source: Data Source: Reason for Return Forms Reason for Return Forms Sample Size/ Time Period: Sample Size/ Time Period: 180 returns180 returns

72

Cont’dCont’d


Pareto DiagramPareto Diagram

73

Cont’dCont’d


Verifying the Root CauseVerifying the Root Cause Provides objective proof of Provides objective proof of

effectiveness.effectiveness. Proven by making the problem ‘ Proven by making the problem ‘

come and go’.come and go’.

74

Cont’dCont’d


Examples of Step 4: Determine the Root CauseExamples of Step 4: Determine the Root Cause

Example 1: Mixed BatchExample 1: Mixed Batch The fact that a customer was reporting the The fact that a customer was reporting the

problem of the mixed batch meant that the problem of the mixed batch meant that the corrective action team had two problems to corrective action team had two problems to solve:solve:

- How did the mixed batch occur? - How did the mixed batch occur?

- How did it escape detection and reach the - How did it escape detection and reach the customer?customer?

75

Cont’dCont’d


Examples of Step 4: Determine the Root CauseExamples of Step 4: Determine the Root CauseExample 1: Mixed Batch – Cont’dExample 1: Mixed Batch – Cont’d

The team began brainstorming the possible causes of the The team began brainstorming the possible causes of the mixed batch.mixed batch.There were only two places where the mix could have There were only two places where the mix could have occurred: at the auto-inspection machine or during the patch occurred: at the auto-inspection machine or during the patch operation.operation.They had already confirmed with the patch vendor that the They had already confirmed with the patch vendor that the two parts were not there at the same time and therefore two parts were not there at the same time and therefore could not have been mixed.could not have been mixed.So they turned their attention back to the auto-inspection So they turned their attention back to the auto-inspection process.process.

76

Cont’dCont’d


Examples of Step 4: Determine the Root CauseExamples of Step 4: Determine the Root CauseExample 1: Mixed Batch – Cont’dExample 1: Mixed Batch – Cont’d

As mentioned earlier, the integrity of the auto-inspection machine is checked on an hourly basis by running through a purposely mixed batch.The team had already reviewed the p chart results and concluded that the machine was running properly.However, there was the possibility that the two parts had run through the machine in consecutive batches.When the team checked the production records, they found that this was indeed the case.

77

Cont’dCont’d


Examples of Step 4: Determine the Root CauseExamples of Step 4: Determine the Root Cause

Example 1: Mixed Batch – Cont’dExample 1: Mixed Batch – Cont’d They concluded that the mixing occurred within the They concluded that the mixing occurred within the

conveyor system that transfers the parts between the auto-conveyor system that transfers the parts between the auto-inspection machine and the packaging tote shuttle , in inspection machine and the packaging tote shuttle , in other words, after the final inspection.other words, after the final inspection.

The parts from one run had not been purged completely The parts from one run had not been purged completely from the conveyor system prior to running the next job.from the conveyor system prior to running the next job.

Now that the team had identified the root cause, they were Now that the team had identified the root cause, they were able to begin developing an appropriate problem solving.able to begin developing an appropriate problem solving.

78

Cont’dCont’d


Examples of Step 4: Determine the Root CauseExamples of Step 4: Determine the Root CauseExample 2: Incorrect Helix AngleExample 2: Incorrect Helix Angle The fact that a customer was reporting the The fact that a customer was reporting the

problem meant that the team had two problem meant that the team had two problems to solve:problems to solve:

- What happened to cause the threads to be at the - What happened to cause the threads to be at the wrong angle?wrong angle? - How did the problem escape detection and reach - How did the problem escape detection and reach

thethe customer?customer?

79

ROOT CAUSE STATEMENTROOT CAUSE STATEMENT

Project Name:Project Name:

Root Cause:Root Cause:

80


STEP 5STEP 5CHOOSE A CORRECTIVE ACTIONCHOOSE A CORRECTIVE ACTION

81

STEP 5: CHOOSE A CORRECTIVE STEP 5: CHOOSE A CORRECTIVE ACTIONACTION

Now it is appropriate to start developing Now it is appropriate to start developing solutions to the problem.solutions to the problem.

In this step, you’ll learn about some of the In this step, you’ll learn about some of the factors to consider when determining factors to consider when determining possible solutionspossible solutions

And, you’ll find out how to verify the And, you’ll find out how to verify the effectiveness of a solution before you effectiveness of a solution before you implement it on a broad scale.implement it on a broad scale.

82

Cont’dCont’d

STEP 5:STEP 5: CHOOSE A CORRECTIVE CHOOSE A CORRECTIVE ACTIONACTION

Guidelines for Developing SolutionsGuidelines for Developing SolutionsReconfirm the root cause.

Come up with at least two potential solutions.Consider other effects a solution may have.

83

Cont’dCont’d


Criteria for Effective SolutionsCriteria for Effective Solutions

84

Time

Cost

Impact on the customer

Cont’dCont’d


Criteria for Effective SolutionsCriteria for Effective Solutions

85

Scope of Authority

Ability to Mistake-proof

Ease of Implementation

Cont’dCont’d


Consensus Decision MakingConsensus Decision MakingPreferred method for choosing an action.A “collective agreement,” not a compromise.Generally produces the most effective long-term solutions.

86

Cont’dCont’d


Verifying Corrective ActionsVerifying Corrective ActionsVerify before implementing.Effectiveness must be measurable

- Produces different before and after conditions.

- “After” condition completely eliminates the problem. - “After” condition does not create another problem. 87

Cont’dCont’d


Examples of Step 5: Choose A Corrective ActionExamples of Step 5: Choose A Corrective Action

Example 1: Mixed BatchExample 1: Mixed Batch Earlier the team determined that the mixing of Earlier the team determined that the mixing of

product had occurred within the conveyor system product had occurred within the conveyor system that transfers parts from the auto-inspection that transfers parts from the auto-inspection machine to the packaging tote shuttle.machine to the packaging tote shuttle.

They identified the root cause as a failure to They identified the root cause as a failure to purge the machine completely of the parts from purge the machine completely of the parts from one run before running the next job.one run before running the next job.

88

Cont’dCont’d


Examples of Step 5: Choose A Corrective ActionExamples of Step 5: Choose A Corrective ActionExample 1: Mixed Batch – Cont’dExample 1: Mixed Batch – Cont’d

Three corrective actions were decided on:Three corrective actions were decided on: - In a change of procedure, the first “tote” of each job is to be - In a change of procedure, the first “tote” of each job is to be rerun through the machine. This will ensure that any part rerun through the machine. This will ensure that any part remaining in the transfer conveyor from the previous job will beremaining in the transfer conveyor from the previous job will be rejected by the auto-inspection machine and won’t be included inrejected by the auto-inspection machine and won’t be included in the current job.the current job. - Clean-out procedures are to be reviewed with all auto-inspection- Clean-out procedures are to be reviewed with all auto-inspection personnel to be sure everyone understands the procedure and personnel to be sure everyone understands the procedure and follows it consistently.follows it consistently. - “Spot” audits are to be conducted to be sure that p chart - “Spot” audits are to be conducted to be sure that p chart

samplessamples are being performed on an hourly basis, as required.are being performed on an hourly basis, as required.

89


STEP 6STEP 6IMPLEMENT AND VALIDATEIMPLEMENT AND VALIDATETHE CORRECTIVE ACTIONTHE CORRECTIVE ACTION

90

STEP 6: IMPLEMENT AND VALIDATE THE STEP 6: IMPLEMENT AND VALIDATE THE CORRECTIVE ACTIONCORRECTIVE ACTION

Corrective actions always involve Corrective actions always involve making changes, so their making changes, so their implementation must be carefully implementation must be carefully planned to ensure their success.planned to ensure their success.

This session explains how to develop This session explains how to develop an implementation plan, carry it out, an implementation plan, carry it out, and make the changes a permanent and make the changes a permanent part of the process or system.part of the process or system.

91

Cont’dCont’d

STEP 6: IMPLEMENT AND VALIDATE THESTEP 6: IMPLEMENT AND VALIDATE THE CORRECTIVE ACTIONCORRECTIVE ACTION

Implementation PlanImplementation PlanHelps to ensure that all aspect of implementation are considered.Can be started during Step 5.May vary according to extent of corrective action.

92

Cont’dCont’d

STEP 6: IMPLEMENT AND VALIDATE STEP 6: IMPLEMENT AND VALIDATE THE CORRECTIVE ACTIONTHE CORRECTIVE ACTION

Implementation Plan Implementation Plan ElementsElementsScope of implementation

- Single, comprehensive action? - Staged roll-outs to multiple

areas?

93

Cont’dCont’d


Implementation Plan ElementsImplementation Plan ElementsMethods of quantifying results

- How will effects be measured? - What evidence will indicate success?

Validation period - How long? - What periodic checks will be made?

94

Cont’dCont’d


Implementation Plan Implementation Plan ElementsElementsRoles and responsibilities Communication plan

- What will others be told? - How and when will they be told?

95

Cont’dCont’d


Executing the PlanExecuting the PlanMonitor results to ensure that:

- It’s effective - No other problems arise.

Keep written records.

96

Cont’dCont’d


Instituting ChangesDiscontinue temporary fixesRevise, update procedures.Announce the changes.

97

Cont’dCont’d


Examples of Step 6: Implement and Validate the Corrective ActionExample 1: Mixed Batch The team implemented and validated the three proposed

corrective actions: - The practice of rerunning the first tote of product has been initiated to ensure there is no carry-over between jobs. - All auto-inspection personnel underwent a review of machine clean-out procedures. - Spot audits are being performed to verify that p chart samples are being used. So far these actions have proven effective. There have been no

more reports of mixed batches.

98


STEP 7STEP 7PREVENT RECURRENCEPREVENT RECURRENCE

99

STEP 7: PREVENT RECURRENCE

Corrective action efforts should focus on Corrective action efforts should focus on more than fixing an identified problem.more than fixing an identified problem.

To produce the greatest gains, they To produce the greatest gains, they should also explore the process or should also explore the process or system in which the problem occurred.system in which the problem occurred.

This session explains how to identify This session explains how to identify ways to prevent problems from ways to prevent problems from recurring and to prevent other similar recurring and to prevent other similar problems from occurring in the future.problems from occurring in the future.

100

Cont’d

STEP 7:PREVENT RECURRENCE

Analyze the SystemAnalyze the System

- Look at the entire system or process.- Look at the entire system or process.

- Ensure that the corrective action is - Ensure that the corrective action is irreversible.irreversible.

- Appoint a champion.- Appoint a champion.

- Revaluate team membership.- Revaluate team membership.

- Identify critical product characteristics, - Identify critical product characteristics, process process

parameters.parameters.

- Review error-prevention methods.- Review error-prevention methods.

- Check quality system.- Check quality system. 101

Cont’d


Improve the SystemImprove the System - Create plan for implementing - Create plan for implementing

improvements.improvements.

- Carry out plan.- Carry out plan.

- Monitor results.- Monitor results.

- Institute changes.- Institute changes.

102

Cont’d


Examples of Step 7: Prevent Recurrence

Example 1: Mixed BatchAfter implementing the corrective actions, After implementing the corrective actions, the team staged a “ Kaizen event” in the team staged a “ Kaizen event” in which they focused their attention on which they focused their attention on making whatever additional changes were making whatever additional changes were needed to improve the process and needed to improve the process and material flow in the inspection and material flow in the inspection and transport area.transport area.

103


STEP 8STEP 8ACKNOWLEDGE THE ACKNOWLEDGE THE

IMPROVEMENTIMPROVEMENT

104

STEP 8: ACKNOWLEDGE THE IMPROVEMENT

During this last step of the eight-step During this last step of the eight-step approach to corrective action, it is approach to corrective action, it is important to formally acknowledge important to formally acknowledge the success of the effort.the success of the effort.

This session discusses various means This session discusses various means by which team members may be by which team members may be acknowledged for their work.acknowledged for their work.

105

Cont’d


Benefits of AcknowledgementBenefits of Acknowledgement

- Provides recognition of team’s - Provides recognition of team’s

contributions.contributions.

- Demonstrates organization’s - Demonstrates organization’s

commitment.commitment.

- Proves value of correct action - Proves value of correct action approachapproach..

106

Cont’d


Forms of AcknowledgementForms of Acknowledgement

- Recognition within the team- Recognition within the team

- Recognition outside the team- Recognition outside the team

* Who should receive information?* Who should receive information?

* How should it be announced?* How should it be announced?

107

Cont’d


Announcing the Improvement

Use simple, straightforward Use simple, straightforward language.language.

Avoid technical terms, jargon, Avoid technical terms, jargon, acronyms.acronyms.

Describe in business terms.Describe in business terms.

Mention those involved.Mention those involved.

108

Cont’d


Acknowledge with Rewards

Follow organization’s policies.Follow organization’s policies.

Be creative – meaningful rewards Be creative – meaningful rewards don’t need to be costly.don’t need to be costly.

109

Cont’d


Examples of Step 8: Acknowledge the ImprovementBackground

Long term continuous improvements efforts that Long term continuous improvements efforts that require weeks or months of effort are sometimes require weeks or months of effort are sometimes treated differently.treated differently.

Team members may be given special shirts to Team members may be given special shirts to wear to signify their association with the project.wear to signify their association with the project.

Their progress is reported on and discussed Their progress is reported on and discussed within the company.within the company.

And, at the project’s conclusion, there may be a And, at the project’s conclusion, there may be a victory celebrationvictory celebration

110

PROJECT DEFINITION WORKSHEETPROJECT DEFINITION WORKSHEET

Project Name:_______________________________________________Project Name:_______________________________________________

Project Owner(s):____________________________________________Project Owner(s):____________________________________________

Project Sponsor(s):___________________________________________Project Sponsor(s):___________________________________________

Stakeholders:________________________________________________Stakeholders:________________________________________________

____________________________________________________________________________________________________________________

____________________________________________________________________________________________________________________

Critical Business Initiative or Metric:_____________________________Critical Business Initiative or Metric:_____________________________

____________________________________________________________________________________________________________________

____________________________________________________________________________________________________________________

Improvement Target Definition:________________________________Improvement Target Definition:________________________________

____________________________________________________________________________________________________________________

____________________________________________________________________________________________________________________

____________________________________________________________________________________________________________________

____________________________________________________________________________________________________________________

111

PROJECT DEFINITION WORKSHEETPROJECT DEFINITION WORKSHEET Problem: Problem: (Cost each time it occurs)(Cost each time it occurs)

______________________________________________________________________________________________________________________ ______________________________________________________________________________________________________________________ Frequency of the Problem: Frequency of the Problem: (How often does it occur)(How often does it occur)

____________________________________________________________________________________________________________________ ____________________________________________________________________________________________________________________ Cost of the Problem Each Year: Cost of the Problem Each Year: (Cost of the Problem multiplied by the occurrence per (Cost of the Problem multiplied by the occurrence per

year)year)

____________________________________________________________________________________________________________________ ____________________________________________________________________________________________________________________ Expected Cost of the Solution: Expected Cost of the Solution: (What is the planned budget for this team?)(What is the planned budget for this team?)

____________________________________________________________________________________________________________________ ____________________________________________________________________________________________________________________ Return on Investment: Return on Investment: (Yearly cost of the problem minus the cost of the solution)(Yearly cost of the problem minus the cost of the solution)

____________________________________________________________________________________________________________________ ____________________________________________________________________________________________________________________

112

PROJECT DEFINITION WORKSHEETPROJECT DEFINITION WORKSHEET Has containment been started: Has containment been started: (Y/N Describe current containment)(Y/N Describe current containment)

______________________________________________________________________________________________________________________ ______________________________________________________________________________________________________________________ ______________________________________________________________________________________________________________________ Will this problem go away by itself?: Will this problem go away by itself?: (Y/N and why?)(Y/N and why?)

____________________________________________________________________________________________________________________ ____________________________________________________________________________________________________________________ ____________________________________________________________________________________________________________________ History of this (and similar) problems:History of this (and similar) problems: ____________________________________________________________________________________________________________________ ____________________________________________________________________________________________________________________ ____________________________________________________________________________________________________________________ What is the problem’s future impact?:What is the problem’s future impact?: ____________________________________________________________________________________________________________________ ____________________________________________________________________________________________________________________ ____________________________________________________________________________________________________________________

113

MAKE PERMANENT CORRECTIVE MAKE PERMANENT CORRECTIVE ACTIONACTION

Document Your Solution

Monitor the Solution

Sell YourSolution

Effect the Change

114

RETURN ON INVESTMENT (ROI)RETURN ON INVESTMENT (ROI)

A ROI calculation shows how much A ROI calculation shows how much money was made (or saved) by a money was made (or saved) by a project divided by how much it cost.project divided by how much it cost.

RM 14,000 = 700% ROI

RM 2,000

If a project saves RM 14,000 and cost If a project saves RM 14,000 and cost

RM 2,000, then it has a 700% Return RM 2,000, then it has a 700% Return on Investment.on Investment.

115

CASE STUDYCASE STUDY

The case study is simply a written The case study is simply a written story of what your team did and how story of what your team did and how they did it.they did it.

It serves to give credit to team It serves to give credit to team members for their contribution.members for their contribution.

It also lets other problem solving It also lets other problem solving teams learn what you did.teams learn what you did.

This includes your mistakes as well This includes your mistakes as well as your successes. Be candid and as your successes. Be candid and warn others of pitfalls along the way.warn others of pitfalls along the way.11

6

Cont’dCont’d

CASE STUDYCASE STUDY

Often times your solution will be Often times your solution will be translatable to other areas of the translatable to other areas of the business. A good case study can business. A good case study can save a lot of time and effort.save a lot of time and effort.Add the case study to your Add the case study to your Resource Library. The case study Resource Library. The case study you develop in class will you develop in class will automatically be added. But automatically be added. But remember to send case studies remember to send case studies you develop on later teams also. you develop on later teams also. 117

8d problem solving

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