why-why analysis training
TRANSCRIPT
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Why-Why Analysis Training
Getting to Root Cause
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Why-Why Analysis
• Organize Cause and Effect relationships.
• Efficient after a Cause and Effect Analysis.
• Done on:– Priority items – Pareto of the data.
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Combining Various Analysis Tools
huMan equipMent
MaterialsMethods
Why-WhyM Me
Eq. H
4M Fishbone + Cause Effect Analysis + Pareto Leads To Efficient =
Carton Pickoff
CapacityBottleneck
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Material equipMent
huManMethod
All of you haveprobably used a fishbone
or Cause Effect diagram at some time. In this case you begin with the
4M’s.
Be very focusedin defining the
problem
Be controlled indefining the branches
for the tree. Eachbranch will require
study.
Cause - Effect diagram
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Product of Why-Why Analysis
It is a structured, field checked, relationship with each cause-effect relationship linked from the lowest element back to the phenomenon.
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Steps to Follow
1. Understand the Problem
2. Establish Cause-Effect Relationships
3. Review the Analysis
4. Check Standards and SOP’s.
5. Establish Countermeasures
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1. Understand the Problem
a) According to the Process requirements.
b) According to the physical causes of the phenomenon.
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• First “Why” about the Phenomenon– The question needs to be answered for each element
involved in the description made in the previous step.– This question needs to be answered from a physical
and/or logical point of view.
– At this point, focus on the evidence of the flaws:• Verify the evidence of the causes of the problem in
the field (whether it exists or not, stopping the analysis for that branch when the cause no longer exists.)
• If it is possible to put a direct countermeasure to the cause into place, do it and stop the analysis. Ensure that procedures or standards are in place to maintain condition achieved..
2. Establishing Cause-Effect Relationship.
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12/15/9909B00_01.ppt Page 9
• Second “Why”For each answer to the “Why?” in the previous
step, the question “Why?” is asked again.
The answer in this case, and from here on, should consider the “4 M’s.”
2. Establishing Cause-Effect Relationship.
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12/15/9909B00_01.ppt Page 10
Problem
Why? 1
MissingCarton
Pulling Force Not
Strong Enough
ForcesHoldingCarton
toohigh
Why? 2Seal
betweenSuction
Cup and Carton
inadequate
VacuumForceNotHigh
Enough
CartonsStickingTo EachOther
HoldingFingers
MissAdjusted
HoldingFrame
TooTight
Why? 4
Duston
Carton
Scratcheson carton
SurfaceFinish
outside tolerance
Why? 3
SuctionCup
Damage
PoorCartonSurface
Condition
VacuumSettingtoo low
VacuumLine
Leaks
SuctionCup
Too Small
SuctionCup
InadequateMaterial
SuctionCup
Wear
Field Check
No Wear
No Damage
Could be
Yes
Yes
Not True
No
No
Could be
Phenomenon
Once you have exhausted your Why-Why Questioning, do the Cause-Effect Relationships Make Sense and flow back to the Phenomenon ?
3. Review the Analysis
Note: Thereis a morecompletereview ofthis Carton Pickoff example at the end of this section
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12/15/9909B00_01.ppt Page 11
4. Checking for Standards and SOP’s
Problem
Why
?
Why
?
Why
?
Why
?
Why?
Root
Cause
Std.’sExist?
Action
Taken?
Action
Standards(4M’s)
huMan
equipM
Method
Material
SOPExist?
OK
NOK
XX
X
Applied?
Field
Check
Y
N
YN Restore
NewStd.
NewMaint.Std.
YN
WHY-WHY
Before taking counter measures, check to see if standards for the defined counter measure exist. If not, define the standard. Determine if an SOP is needed.
Use the 4M’s to ensure all requiredtypes of standards exist.
Also use AM Step 5 data base for Ideal Oper.Conditions
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5. Establish Countermeasures.
The analysis should be done at the problem area, not in another location that is isolated from the case (like an office).
The analysis is a team effort, not by just one person. More eyes will see more causes.
The most important thing is the physical and/or logical description of the phenomenon to be studied. (Step 1)
ALWAYS make a sketch or drawing of the phenomenon.
The Analysis ends when countermeasures TO AVOID RECURRENCE of the phenomenon are found and restored or changes implemented using the MP Data System.
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Real WHY-WHY Analysis ExampleProblem: Through put of the line 23 is below ideal.
Phenomena: Carton not Picked off the supply stack.
Result: This causes a loss in through put. (Missing Carton)
MissingCarton
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Phenomenon
Why
?
1
MissingCarton
Pulling Force Not
Strong Enough
ForcesHoldingCarton
toohigh
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Why? 1
MissingCarton
Pulling Force Not
Strong Enough
ForcesHoldingCarton
toohigh
Why? 2 SealbetweenSuction
Cup and Carton
inadequate
VacuumForceNotHigh
Enough
CartonsStickingTo EachOther
HoldingFingers
MissAdjusted
HoldingFrame
TooTight
Phenomenon
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Why? 1
MissingCarton
Pulling Force Not
Strong Enough
ForcesHoldingCarton
toohigh
Why? 2 SealbetweenSuction
Cup and Carton
inadequate
VacuumForceNotHigh
Enough
CartonsStickingTo EachOther
HoldingFingers
MissAdjusted
HoldingFrame
TooTight
SuctionCup
Wear
Why? 3
SuctionCup
Damage
PoorCartonSurface
Condition
VacuumSettingtoo low
VacuumLine
Leaks
SuctionCup
Too Small
SuctionCup
InadequateMaterial
LooseCartonStack
Flapsfolded
Backward
Phenomenon
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Why? 1
MissingCarton
Pulling Force Not
Strong Enough
ForcesHoldingCarton
toohigh
Why? 2
SealbetweenSuction
Cup and Carton
inadequate
VacuumForceNotHigh
Enough
CartonsStickingTo EachOther
HoldingFingers
MissAdjusted
HoldingFrame
TooTight
Why? 4
Duston
Carton
Scratcheson carton
SurfaceFinish
outside tolerance
Why? 3
SuctionCup
Damage
PoorCartonSurface
Condition
VacuumSettingtoo low
VacuumLine
Leaks
SuctionCup
Too Small
SuctionCup
InadequateMaterial
SuctionCup
Wear
LooseCartonStack
Flapsfolded
Backward
Phenomenon
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Case Study