solution identification and verification of effectiveness asq palmetto section june 9, 2009
TRANSCRIPT
![Page 1: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/1.jpg)
Solution Identification and Verification of Effectiveness
ASQ PALMETTO SECTION
JUNE 9, 2009
![Page 2: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/2.jpg)
Focus of this presentation
• 3 possible solutions for each root cause
• Solution selection methodology
• Change management as it relates to solution implementation
• 3 levels of verification– Evaluation of solution
effectiveness– Team verification– Independent
verification
• Measuring solution effectiveness
• Verification tools
![Page 3: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/3.jpg)
In our previous presentations. . .
• CREI statement for communicating problems
• Isolating problems to their process of origin and related tools, (process flow, timeline, Is/Is Not analysis)
• Four levels of root cause investigation and related tools, (control barrier analysis, fishbone, 5 why, system cause analysis)
![Page 4: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/4.jpg)
Visual Definition of Problem
• Gap between current condition, (what is), and the desired performance level, (what must be, should be or could be)
• This gap can exist in a process, product or service
• The gap can be actual, potential or “generated”
![Page 5: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/5.jpg)
How is Problem Stated?• Concern – what is; what was observed,
detected, etc.; what is the nonconforming condition
• Requirement – what should be; refer to defined requirement/specification in detail
• Evidence – what was observed that indicates there is a gap between what is and what should be; the more detailed the data, the easier problem definition will be, (when, where, how many, etc.)
• (Impact) – initial estimation of how the problem may affect the organization; used in establishing the priority/need for disciplined problem solving; best stated financially
![Page 6: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/6.jpg)
Correction vs. Corrective Action
• Correction is action to eliminate nonconformity
• Typically action is applied only at location where nonconformance was identified
• Is not designed to prevent the nonconformance from re-appearing elsewhere
• Corrective action is action to eliminate the cause of a detected nonconformity
• By applying appropriate corrective action, recurrence of the nonconformance is typically prevented
![Page 7: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/7.jpg)
Problem Type ConsiderationsProblem
TypeProcess of
OriginMethod Considera-
tions
Just do it Known Troubleshooting; rework
Seen before; can live with impact when problem
recurs
Dig Deeper Unknown Root cause analysis
Data-driven investigation to
determine actual factors causing
problem condition
Unknown Fire-fighting Taking action possibly on wrong process; not using
data to confirm root cause
![Page 8: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/8.jpg)
Main Functions of Problem Solving• Define Gap between “what
is” and “what should be”
• Identify process of origin from which gap is originating
• Study the process of origin to determine which process factor(s) are causing the gap
• Analyze the relationship between process causal factors and system factors to identify all levels of root causes
![Page 9: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/9.jpg)
Process View
System Processes = Policies, Objectives & Practices (how an organization does business)
Planning Processes apply System to fulfill customer requirements
Producing Processes to accomplish Plans
Products/Services = output of producing Processes
![Page 10: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/10.jpg)
The Secret to Solving Problems
• The source of every problem is a process: typically the gap is found in the output of the process
• The cause of every problem is one or more process factors not behaving as they should
• Understanding the relationship between process factors and process outputs is important to effective problem solving
• Data about the process and the problem is required to gain enough understanding to effectively solve any problem
• The result of any problem solving effort is increased knowledge about processes and their outputs
![Page 11: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/11.jpg)
Describe Problem
• Symptoms are only starting point in problem definition
• What is (actual) – What should be = Problem• Use quality and investigation tools: process
flow, timeline, interview• Is/Is not analysis (splitting the dictionary)Output:• Operational definition – precise explanation
of problem specifying the process of origin to study for root cause
![Page 12: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/12.jpg)
Failure Modes & Effects Analysis(FMEA) – Problem Solving Clues
Process
Function
Requirements
Potential Failure Modes
Potential Failure Effects
Potential Failure Causes
Current Product & Process Controls
Process of origin
Technical definition of
problem
Symptom Process factors = root
causes
Interim actions
![Page 13: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/13.jpg)
Process Flow & Timeline
• Process mapping process flow
• End point of flow reflects where problem was found
• Flow extends back to process where problem feature is initially created or changed
• Process of origin of the problem will be somewhere within these process flow boundaries
• Begin when the problem was found
• Data may help identify when problem originated
• With traceability data, may be able to recognize time-related pattern of problem
• Both of these tools will also help with containment and application of interim action
![Page 14: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/14.jpg)
Is/Is Not Analysis
• Also known as Stratification Analysis• Provides further detail about the problem so
process of origin can be identified and a complete operational definition of the problem can be formulated.
• Used at this stage as well as in applying interim/containment actions and implementing/verifying permanent actions.
• “Splitting the dictionary” or “20 questions to the answer” demonstrates this idea of problem convergence
![Page 15: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/15.jpg)
Components of Operational Definition of Problem
• Basis for root cause investigation• Indicate process from which problem
originated/generated• Indicate direction of problem related to
requirement• Define extent of problem• Possibly isolates problem to a certain
timeframe• Include refined information re: impact • Problem statement must be clear, concise
and understandable by anyone
![Page 16: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/16.jpg)
4 Levels of Root Cause
System Root Cause = management systempolicy/practice contributing to Actual Root Cause
Actual Root Cause = previous process factorcontributing to Process Root Cause, (planning)
Process Root Cause = at Process of Origin
Defect/Detection Cause = Product level
![Page 17: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/17.jpg)
Root Cause Analysis LevelsLevel(Deep)
Root Cause Consideration Tools Other
(Wide)
Product Defect/Detection cause
Condition of controls to
detect problem
Control Barrier
Analysis
What other products have similar controls?
Process Direct process cause, (trigger at process of origin
Factors at process of
origin triggering problem, (5Ms)
Fishbone, (cause &
effect)
What processes have similar trigger cause?
Plan Actual root cause, (led to trigger
cause)
Linkage to planning
processes that trigger cause
5 Why with Hypothesis
testing
What other processes affected?
System “weakness” in mgt. policies or
practices
Linkage of mgt. system to
actual cause
System Cause
Analysis
Other affected mgt. policies
![Page 18: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/18.jpg)
Control Barrier Analysis(Defect/Detection Root Cause)
• How did the problem escape the process and/or organization?
• Was the problem anticipated in advance?
• Were controls defined to recognize and contain the problem?
• At which process are the planned controls applied?
• Were the planned controls in place?
• Were the planned controls working?
• What is the capability of these controls?
• Assists in identifying appropriate interim actions as well as identifying the defect/detection root cause
![Page 19: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/19.jpg)
Process Cause at Process of Origin
• Relates one or more factors of the affected process, (process of origin), not “behaving” as required to obtain the desired output result at that process
• Use Cause & Effect diagram, (fishbone technique)
• Direct process causes, (trigger causes), are the starting point for identifying root cause
• Some action may be required to address the direct process/trigger cause but actions should not be taken until actual root cause is known
![Page 20: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/20.jpg)
Actual Root Cause• Explains why condition exists at the process of
origin of the problem• Typically found in previous “planning” processes• Use 5 why analysis and hypothesis testing• Usually only one over-riding cause that when
addressed, can significantly reduce the problems impact on the organization
• Very complex problems may have interacting causes but these are typically viewed as isolated problems that only repeat infrequently, (often managed as Just Do It), until resources allow necessary time to discover interaction through data collection, analysis and experimentation
![Page 21: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/21.jpg)
System Causes
• What in the system allowed this problem/cause to occur
• Identifies why the process root cause occurred based on current management policies/practices
• Often not readily measurable• Data obtained through interview• By identifying system causes, systemic
improvement can be made in order to prevent recurrence of problem in other similar processes
• Typically addressed once process root cause of problem is known
![Page 22: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/22.jpg)
Plan/Implement Solutions• Inputs:
– Confirmed process root causes
– Confirmed system root causes
– SMART goals– Solution criteria
• Methods:– Brainstorming solutions– Decision-making process– Planning
• Outputs:– Solutions for process of
origin, (if appropriate)– Solutions addressing
process root cause– Solutions addressing
system root cause– Error/mistake-proofing– Solutions implementation
plans– Contingency plans– Action plans
![Page 23: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/23.jpg)
Brainstorm possible solutions for each confirmed
root cause
Establish solution selection criteria
Evaluate possible solutions vs.
solution criteria
Develop action plan to implement selected solutions
Evaluate solution risks and impact
on other processes
Develop contingency plan
for solutions
Establish solution effectiveness
measures
Trial plan for solution
implementation
Evaluate trial plan results
Revise solution implementation
plan as necessary
Permanent solution
implementation
Evaluate results of permanent
solution
Remove interim actions
Team verification of solution vs.
goals
Independent verification of
problem solving effort
Finalize problem solving report,
lessons learned
Team celebration and disbanding of problem solving
team
4/8/2007
Plan, Implement & Verify Solutions
![Page 24: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/24.jpg)
3 Possible Solutions• Eliminate root cause – preventive control; often
referred to as error-proofing; eliminates causal factor leading to problem condition
• Control root cause – process detective control; implement actions to monitor cause condition so action can be taken on process factor before problem occurs
• “Do nothing”/Live with it – reactive control; continue monitoring for problem condition; defect detection solution; may be required when root cause can’t be eliminated or controlled economically or technically; this solution may include accepting interim action as permanent solution
![Page 25: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/25.jpg)
Problem Solutions• There are always at
least 3 possible solutions related to each level of cause
• Therefore, at least 12 possible solutions could be identified for a problem investigation if all levels of cause are investigated!
• Management provides solution selection criteria as basis for evaluating possible solutions
Possible Solutions Matrix
Root Cause(s)
Confirmed Eliminate Control Detect Gap
Defect: Direct: Actual: System:
![Page 26: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/26.jpg)
Process Solutions
• Address process root cause
• Impact control or elimination of process factor(s) identified to be root cause
• Consider error-proofing, (elimination of cause), or mistake-proofing, (control of cause)
![Page 27: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/27.jpg)
Error-Proofing vs. Mistake-Proofing
Error-proofing• Product or process features
designed such that a potential failure mode and/or its cause can not occur
• Eliminate the possibility for the failure mode and/or cause to occur
• Also includes self-correcting cause detection mechanisms, (e.g. regulators)
• E.g. polymer bonding of teeth
Mistake-proofing• Detection mechanisms
designed into the process to identify the cause of a potential failure mode prevent manufacture of nonconforming product
• Also referred to as poka-yoke
• Installed at the process where defect could occur
• Mechanisms which detect incorrect cause conditions and alert the operator to these conditions so remedial action may be taken
• E.g. automatic shut-off on iron
![Page 28: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/28.jpg)
System Solutions
• Address system root cause
• Create new policy• Change existing policy • Monitor application of
current policy• Apply process solution to
other similar processes which could experience the same problem
![Page 29: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/29.jpg)
Real Problem Solving Example Background: Company X manufactures heavy-duty support brackets for transport vehicles. Company X recently received a complaint from one of their customers that the brackets they were receiving were stuck to cardboard packaging spacers between each layer of product. Concern: brackets stuck to cardboard spacers Requirement: per customer packaging specification, “product packaging shall not damage product quality nor shall packaging affect assembly process” Evidence: customer complaint Impact: disruption to assembly process, rework of brackets $$$, potential safety issue Process of origin: line 3 Pack
Operational Definition: 50% of brackets randomly distributed throughout the container, packed in past 2 weeks were found sticking to cardboard spacers beginning at the Line 3 Pack process for Customer X. Containment & Interim Actions: review of stock at Pack, Storage, Shipment and Customer Defect/Detection Root Cause: no inspection currently in place to recognize condition of parts sticking to cardboard spacers at Pack operation Direct Process Root Cause: conveyor speed increased Actual Root Cause: 50% increase in customer demand from Customer X
![Page 30: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/30.jpg)
Possible Solutions Matrix - Example
Root Cause(s)
Confirmed Eliminate Control Detect Gap
Detection: No inspection for condition of parts sticking to cardboard
add operator check of parts
Direct: Conveyor
speed too fast Redesign process to eliminate conveyor
Lock conveyor speed control box
add operator check of parts
Single speed conveyor drive
Alarm when conveyor speed changed
add operator check of parts
Check conveyor speed during shift
add operator check of parts
Actual: Increase in
customer demand
Limit production to customers
Level customer production demand
add operator check of parts
Add an extra line
Add an extra shift
Adjust line speeds
System: No procedure
for evaluating impact of change in customer demand
Create procedure to address all types of changes in customer requirements
Create procedure to address change in customer demand
Wait for another customer complaint!
![Page 31: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/31.jpg)
Solution Selection
• Allow brainstorming of possible solutions at all levels of confirmed causes and the 3 possible categories of solutions
• Then apply solution selection criteria provided by management to evaluate each possible solution as well as refine the brainstormed ideas
• Have data available re: actual costs associated with problem, (initial impact, revised impact based on data collection/analysis, anticipated future impact if no action is taken)
![Page 32: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/32.jpg)
CRITERIA MATRIX
SOLUTIONS
A B C D E n* CRITERIA
1
MUSTS 2
3
4
n*
1
WANTS 2
3
4
n*
RATING TOTALS
* reflects any number of variables that are appropriate to include in the analysis.
![Page 33: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/33.jpg)
CRITERIA MATRIX
SOLUTIONS
A B C D E n* CRITERIA
1 No new equipment
MUSTS 2 No additional work shifts
3 Meet increased customer demand
4
n*
1 Flexible; can be reversed if customer demand changes
WANTS 2 Review condition of finished product
3
4
n*
RATING TOTALS
* reflects any number of variables that are appropriate to include in the analysis.
![Page 34: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/34.jpg)
Implementing Solutions
• Actions to eliminate and control causes require change
• Also solutions that continue to monitor for problem condition
• Change management tools should be applied when implementing solutions
Change Management Tools
• FMEA• Risk assessment• Resource planning• Contingency
planning• Training• Evaluation• Verification
![Page 35: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/35.jpg)
Apply Quality Planning Process to Implement Solutions
• Determine if selected solutions will resolve problem• Test selected solutions prior to full-scale
implementation• Use decision analysis tools - consensus, criteria
rating, etc.• Evaluate adverse affects caused by solution; use
FMEA • Consider solution’s impact on other processes• Develop contingency plans & countermeasures• Prepare action plan to manage verification activities• Verify that customer is satisfied with solution
![Page 36: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/36.jpg)
Implement Permanent Solutions• Permanent actions should answer “why did this
problem occur?”• Eliminates concern without creating other
problems• Establish an action plan• Define on-going process controls• Statistical plan to measure effectiveness of
corrective actions• Identify contingency actions• Controls for monitoring long-term effectiveness• Document changes• Provide training re: changes
![Page 37: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/37.jpg)
Evaluation of Results
• Inputs:– Solutions
implementation plans– SMART goals
• Methods:– Trials of solutions– Monitoring/data
collection of implemented solutions
• Outputs:– Data for evaluation of
solutions effectiveness– Other opportunities
![Page 38: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/38.jpg)
Key Questions to Ask
• Is objective data available to prove that actions taken work?
• Has enough time elapsed to prove the Issue is truly fixed?
• Since solutions were implemented, has the Issue been seen again?
• What efforts have been made to track and report recurrence of the Issue?
• Is sufficient evidence available in a presentable format to prove solutions are working?
• Has the team looked for proof that the fix is working as planned?
![Page 39: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/39.jpg)
Evaluate Solutions
• Establish measures associated with problem cause to determine if implemented solution is effective
• This step is data collection of solution results to support verification of effectiveness
• Data collection may be done by problem solving team or process owners
• Monitor application of contingency actions• Time needed for evaluation is dependent on
problem process of origin’s business cycle, (how often that process occurs and generates data to support evaluation)
![Page 40: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/40.jpg)
Verification
• Inputs:– Data from evaluation
of implemented solutions
– SMART goals
• Methods:– Problem solving team
verification– Independent
verification
• Outputs:– Objective evidence
reflecting solutions effectiveness in fulfilling SMART goals for problem solving effort
– Evidence of continual improvement
– Other opportunities
![Page 41: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/41.jpg)
Verifying Solutions
• Verification plan defined• Confirm effectiveness of solution in
eliminating or controlling root cause• Statistical basis• Data collected to support verification• Interim actions should not be removed
until permanent solution is verified• Verification plan should contain action,
statistical confidence and results
![Page 42: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/42.jpg)
Problem Identification: Item Detail Result Comments CREI
statement Concern clearly stated as failure mode or effect
Documented requirement referenced
Evidence includes available details re: where, when, etc.
Impact addresses cost and
performance
Problem type Just Do It or Dig Deeper?
External problem
Immediate actions taken?
Priority Management has established
problem priority
Management has assigned a team
champion
Management has established SMART
goals for this problem
Other Step 1: Establish Team:
Item Detail Result Comments Team
members Team champion
has identified core team
Adjunct team members identified
Team structure
Team leader selected
![Page 43: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/43.jpg)
Independent Verification• Possibly performed by internal auditor or someone
not directly involved in problem solving effort• Review of problem solving effort and results• Checklist of questions prepared based on results• Problem solving team members and others affected
interviewed• Data collected to support answers to questions• Results of team problem verification reviewed• Related indicators reviewed • Conclusion re: implementation and effectiveness of
problem solving effort
![Page 44: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/44.jpg)
How Verification Audits are Performed• Auditor reviews problem solving information
prepared by problem solving team• Auditor prepares checklist of questions based on
problem solving information, (fix it actions, how root cause was identified, actions taken to address cause, how results of actions were evaluated, etc.)
• Auditor performs audit to identify evidence which supports that each step of problem solving process has been completed and that implemented actions have eliminated/controlled the causes to prevent recurrence of the problem
• Auditor also reviews information collected demonstrating results of implemented actions and data reflecting whether the problem has recurred
![Page 45: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/45.jpg)
Results of Verification• Record results of verification audit; formal audit
report not required when only reporting results of verification audit
• If results of verification audit demonstrate that problem solving is not complete or not effective, communicate this to manager of area and Management Representative; the problem solving effort can not be closed until specified actions have been taken and data exists to demonstrate that problem solution was effective in preventing recurrence of the problem
• Verification audits should also be performed for preventive and improvement actions; same process except no “fix it” actions would be required
![Page 46: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/46.jpg)
Problem Closure
• Inputs:– Team plan– SMART goals– Results of Verification– Records of problem solving
effort
• Methods:– Evaluation– Presentation– Celebration
• Outputs:– Problem solving report– Listing of additional
opportunities identified– Lessons learned
![Page 47: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/47.jpg)
Problem Closure & Congratulate Team
• Acknowledge significance and value of problem solution
• Recognize team’s collective efforts in solving the problem as well as individual contributions
• Document what was learned in solving the problem; lessons learned not only about the problem which was solved but also about the problem solving process
• Consider investigating other potential causes as preventive actions
• Write case study reports
![Page 48: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/48.jpg)
Importance of Documenting Problem Solving Effort
• Provides explanation of pathway used in solving problem
• Captures the data collected and analyzed• Clearly states decisions made and solutions
implemented• Sufficient information should exist for
understanding the problem solving effort and its results; “tells the story”
• May refer to other documents which support results of problem solving effort
![Page 49: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/49.jpg)
A Key Outcome of Every Problem Solving/Root Cause Investigation. . .
Expansion of Knowledge
![Page 50: Solution Identification and Verification of Effectiveness ASQ PALMETTO SECTION JUNE 9, 2009](https://reader036.vdocument.in/reader036/viewer/2022062716/56649dba5503460f94aabbd1/html5/thumbnails/50.jpg)
An Anonymous Quote
“Within each problem lies a disguised opportunity. . . But it is the art of unmasking the disguise that distinguishes between the two.”