5 Why Training Slides Oct 14, 2009

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5 Why Training Slides Oct 14, 2009

  1. 1.
  2. 2. 5 Why Training<br />Introduction to <br />Systematic<br />Problem Solving<br />
  3. 3. Code of Conduct<br /><ul><li> Arrive to Training on Time and Keep to Time Schedule
  4. 4. Listen to Everyone's Opinion with Respect
  5. 5. Keep an Open Mind
  6. 6. Respect and Support Team Roles
  7. 7. Stay in the Meeting while Others are Talking
  8. 8. Turn Off Mobile Phones (Put on Silent as a Minimum)
  9. 9. Have Fun!</li></li></ul><li>Agenda<br />INSTRUCTOR: John F. Petak<br />7:00 am - 7:30 am Introductions / Review the Current Situation<br />7:30 am - 8:00 am Introduction to TOPS 8D<br />8 :00 am - 8:20 am Individual Exercise - “ Puzzle ”<br />8:20 am - 8:50 am Defining Problems<br />8:50 am - 9:00 am Break<br />9:00 am - 9:30 am Introduction to 5 Why’s <br />9:30 am - 10:10 am Team Exercise – “ Albatross ”<br />10:10 am - 10:50 am Team Exercise – “The Real World”<br />10:50 am - 11:00 am Wrap Up / Feedback<br />
  10. 10. Father of Just In Time Manufacturing<br />Do you know his name?<br />
  11. 11. “If you don’t ask the right questions, you don’t get the right answers. A question asked in the right way often points to its own answer. Asking questions is the ABC of diagnosis. Only the inquiring mind solves problems. “<br />Why?<br />6<br />
  12. 12. 7<br />The PUZZLE Exercise<br />
  13. 13. What is a Problem?<br />According to WEBSTERS Dictionary:<br />A Problem is a difficult or perplexing question or issue; a question posed for consideration, discussion or solution.<br />In Lean Manufacturing:<br />A Problem is a gap between the current condition (what is) and the desired condition (what should be) and the CAUSE for the gap is unknown.<br />8<br />
  14. 14. What is a Cause?<br />According to WEBSTERS Dictionary:<br />A Cause is a reason for an action or condition; something that brings about an effect or result<br />In Lean Manufacturing:<br />A Cause is a factor that immediately precedes the problem and always produces it. For a factor to be a Cause, it must also be capable of producing the problem by itself<br />9<br />
  15. 15. Why 5 Whys?<br /><ul><li>By repeatedly asking the question “Why?”, you can peel away the layers of symptoms and identify the Root Cause of the problem.
  16. 16. A Root Cause is an Identified Reason or Source for the presence of a Defect or Problem
  17. 17. Once a Root Cause is identified and corrected, prevention of the recurrence is possible.</li></ul>10<br />
  18. 18. Benefit of 5 Whys<br /><ul><li>Points to the Root Cause of the Problem
  19. 19. Highlights the relationship between several potential Root Causes of a Problem
  20. 20. Allows for rapid problems solving without the use of Statistical Tools</li></ul>zzZZ?<br />zzZZ?<br />zzZZ?<br />zzZZ?<br />zzZZ?<br />WHY?<br />WHY?<br />WHY?<br />WHY?<br />WHY?<br />WHY?<br />WHY?<br />WHY?<br />WHY?<br />WHY?<br />WHY?<br />WHY?<br />WHY?<br />WHY?<br />WHY?<br />11<br />
  21. 21. The 5 Why Process<br />Write Down the Specific Problem<br />- Helps you define it completely<br />- Focuses the team on the same problem<br />Ask WHY the Problem happened and write down the Answer<br />If the Answer is not the Root Cause, Ask WHY the Answer happened and write down the new Answer<br />Repeat Step 3 until the team agrees that the Root Cause has been identified. <br />- May take more or less than 5 Whys<br />- Keep asking until you can no longer answer<br />12<br />
  22. 22. 13<br />Albatross Exercise<br />
  23. 23. 14<br />Albatross Exercise Solution<br />
  24. 24. 5 Why Example<br />PROBLEM STATEMENT: MY CAR STOPPED WORKING ON THE WAY TO WORK <br />1. WHY DID YOUR CAR STOP WORKING?<br />BECAUSE IT RAN OUT OF GAS<br />2. WHY DID YOUR CAR RUN OUT OF GAS?<br />BECAUSE I DIDN’T BUY ANY GAS THIS MORNING<br />3. WHY DIDN’T YOU BUY ANY GAS THIS MORNING?<br />BECAUSE I DIDN’T HAVE ANY MONEY<br />BECAUSE I LOST IT ALL LAST NIGHT IN A POKER GAME<br />4. WHY DIDN’T YOU HAVE ANY MONEY?<br />5. WHY DID YOU LOSE ALL YOUR MONEY IN A POKER GAME LAST NIGHT?<br />BECAUSE I AM NOT GOOD AT BLUFFING WHEN DON’T HAVE A GOOD HAND<br />SOLUTION: QUIT PLAYING POKER OR LEARN HOW TO BLUFF… <br />15<br />
  25. 25. 5 Why Example<br />PROBLEM STATEMENT: Pizza Delivered Cold<br />1. Why was the pizza cold?<br />It sat in the bag too long<br />2. Why was it in the bag too long?<br />The driver got lost<br />3. Why did the driver get lost?<br />He did not know the directions<br />He did not have a map <br />4. Why did he not know the directions?<br />5. Why did he not have a map<br />The Pizza company ran out of them<br />SOLUTION: Buy more maps and issue them to all drivers<br />16<br />
  26. 26. 17<br />Flying Horses?<br />
  27. 27. 18<br />Always Question Data<br />
  28. 28. How Does Trust-Mentor Currently Solve Problems? <br />19<br />
  29. 29. Roadblocks to Effective Problem Solving<br /><ul><li> Problem described incorrectly
  30. 30. Problem Solving effort rushed through
  31. 31. Poor Team Participation
  32. 32. Lack of Technical Knowledge
  33. 33. Poor Management Support
  34. 34. Potential Caused misidentified as the Root Cause
  35. 35. Corrective Action not implemented </li></ul>20<br />
  36. 36. Problem Influences<br /><ul><li> MANPOWER
  37. 37. MATERIAL
  38. 38. MACHINE
  39. 39. METHODS
  40. 40. MEASUREMENT </li></ul>OTHER INFLUENCES CAN BE:<br /><ul><li> MANAGEMENT (POLICES)
  41. 41. MONEY
  42. 42. ENVIRONMENTAL</li></ul>The 5 Ms<br />21<br />
  43. 43. The 5 Why Process<br />Benefits:<br /><ul><li> Easy to learn and Easy to use
  44. 44. A systematic approach
  45. 45. Challenges assumptions
  46. 46. Non-blaming and Non-judgmental
  47. 47. A team approach</li></ul>Weaknesses:<br /><ul><li>Tendency to stop short of true root cause
  48. 48. Limited to current knowledge
  49. 49. Results are not always repeatable</li></ul>22<br />
  50. 50. 23<br />5 Why - Real World Exercise<br />

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