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Good 5-Why TM

Application in a Design Environment

Good 5-Why is a trademark of Lean Project Consulting (Hal Macomber, hmacomber@leanproject.com)

LCI Design Forum June 2009

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What is a Good 5What is a Good 5--WhyWhy TM??

Root cause analysis – but different Stop when and where a variance or

problem occurs – whenever one occurs Those present explore multiple causes and

countermeasures – going wide and deep Focus on the issue – not the people Take action to improve – right away Training developed and delivered by Lean

Project Consulting Based upon Training Within Industry

instruction methodologies

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How did we get started?How did we get started?

Asked team members to call attention to surprises and problems Looked for small issues (e.g. plan

variances) Little complaints are a rich source. “This

is the third time I’ve redrawn this detail.” “Hey, let’s see what we can learn here.” Looked at drawings, calcs, sketches,

design guides for clues as we talked Focused on how and why, not who and

you. Opened the discussion this way.

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What are we seeing?What are we seeing?

Six Good 5-Whys (G5Y TM) in 3 weeks led by a CH2M HILL facilitatorGenerated 12 to 25 improvement actions

for each G5Y About 2/3 of possible actions taken as

commitmentsMost actions within team’s immediate

control Predicted improvements 2X to 5X time

invested (not counting systemic fixes!) System-level causes and improvement

actions from every G5Y

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WhatWhat’’s it been like?s it been like?

Generally very positive experience for participants Individual’s personal concerns are there in the

open. No blame is essential. “Ah-ha” moments are common. “You know

what? We struggle with this on every job.” Free-flowing conversation within a framework Compelling. Makes group ready to act.What happens after the G5Y is just as

important. Build support for improvements. Began seeing variances everywhere!

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Overall assessmentOverall assessment

Real power lies in engaging leadership to listen and lead these conversations Potential to be an engine of improvement

and lean transformation Helps tell the story and spread learning

to othersMaking it a personal habit will take work Developing discipline of check will be

critical

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Good 5Good 5--Why facilitatorWhy facilitator’’s cards card

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Good 5Good 5--Why templateWhy template

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Example Good 5Example Good 5--Why Why –– piping design reworkpiping design rework

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QuestionsQuestions

Jeff Loeb, jeff.loeb@ch2m.comCH2M HILL Industrial and Advanced Technology

Why? Why? Why? Why? Why?

Condensate management

1. create condensate mgmt

checklist - a set of questions/concerns

for creating project-specific approach

_______ by 5/1.

2. Provide draft checklist to project XYZ

team to try out. _______ by 5/15

3. See how it worked. Revise checklist

and share it broadly. ______ by June 30.

4. Determine plan to share dept-wide

_____ and _____ by June 30.

Containment design

1. Check out the Chemical Dept standard

Determine if revisions are

needed. _____ by 5/8

2. Check MDS. Advise client if revision

may be needed. _____ by 5/8

3. _____ and _____ - update dept

standard, if needed. Try it out on a project.

Then share department-wide.

Use arrows to depict logic

Date: 4/28/2009 Facilitator: ____________________

Participants:

Condensate piping rework

Condensate drain termination in BPS containment is unacceptable to client. Client's requirements were determined at the DD review in the form of a review comment.

Countermeasures

AHJ acknowledgement not secured in advance

Site standard practice was not shared prior to work being

completed

* show 'something' on SD set and await comment (not proactive)* det'n & follow pjt precedent* develop pjt approach programatically

Confirm with AHJ

1. Reroute condensate drain to storm2. Confirm with AHJ

Storm drain termination acceptance by AHJ not yet

established

Problem StatementNo consistent and supported practice for networking and

sharing experience and knowledge within communities

of practitioners

* create condensate mgmt checklist

Install Practical Countermeasures

* inquire as to local std or practice* det'n & follow pjt precedent

Go Easy on the People

Our standard does not address these concerns

Don't have a recognized containment design guide

Don't have our own recognized condensated mgmt design

guide

Requirements vary by jurisdiction, client, and climate

Not understood that:* client relies on dry trench as

visual indicator of containment integrity, and

* good practice to exclude all non-process services from containment

Go Tough on the Issue

Don't have a consistent practice for developing and maintaining

design standards and checklists

Follow-up Actions

Project and site standard was either not known or shared so

process team made independent decision

* check containment standard* bring system expert into decision

EL

IMIN

AT

E R

OO

T C

AU

SES W

HE

NE

VE

R P

OSSIB

LE

* est. and support CoPs for sharing knowledge

* assess our practice for developing and maintaining

design guides

* create a standard addressing every situation (ughh)

Condensate mgmt approach not est'd early in phase

Site standard practice not documented. Client design

standard does not provide clear guidance.

Advise client

Develop project specific approach early; incl AHJ involvement

Conduct a Good 5 Why™

* inquire as to local std or practice* det'n & follow pjt precedent

* Check and revise standard - especially as it relates to

safety.

* create contnmt design guide or checklist

Check client standard and advise client

Client containment design standard may not address

these concerns especially as they relate to safety.

© 2009 Lean Project Consulting, Inc. www.leanproject.comGood 5-Why is a trademark of Lean Project Consulting