Pdca prob solving & decision making

PDCA
Prepared by Indar Hendarin
28..12.2017
PROBLEM SOLVING & DECISION MAKING
 + IDE PERBAIKAN

2
1. Overview of the PDCA Problem Solving Cycle.
2. Foundations of the PDCA Cycle
3. Plan Step
4. Do Step
5. Check Step
6. Act Step
7. Using the Problem Solving Tools and PDCA
 PDCA – PROBLEM SOLVING & DECISION MAKING

3
Overview of the PDCA Problem Solving Cycle: The PDCA Wheel
Design or revise business process
components to improve results.
Implement the plan and measure
its performance.
Assess the measurements and report the
results to decision makers.
Decide on changes needed to
improve the process.
The concept of the PDCA Cycle was originally developed by Walter Shewhart at Bell Laboratories in
the 1930s. It was then popularized by W. Edwards Deming in the 1950s onward and is frequently
referred to as “the Deming Wheel.”

4
Foundations of the PDCA Cycle
The foundations of the PDCA cycle and Deming’s teachings consist of the following
three principles:
1.Customer Satisfaction: Satisfying customers’ needs should be paramount for all
workers in the organization.
2.Management by Fact. Decision making must be made on data collected from
operations and analyzed using statistical tools. Decision makers must practice and
encourage a scientific approach to problem solving.
3.Respect for People. A sustainable problem solving and continuous improvement
approach should be based on the belief that employees are self-motivated and are
capable of coming up with effective and creative ideas.

5
Steps of PDCA: The Plan step
 Recognize the problem and establish priorities.
Problem may be outlined in very general terms based on information from several
sources.
 Form the problem solving team.
Interdisciplinary teams of individuals close to the problem are best.
 Define the problem and its scope clearly.
Who,What,Where and When.
Pareto Analysis can be useful in defining the problem.
 Analyze the problem/process.
Process flowcharts can be useful a useful tool.
 Determine possible causes.
Cause-and-effect diagrams are helpful in identifying root causes of a problem.
Data from the diagrams can be organized using check sheets, scatter diagrams,
histograms, and run charts.
 Identify possible solutions.
Brainstorm to find solutions. Avoid the temptation to propose quick, immediate
fixes. Goals should be specific, measurable, achievable, and realistic.
 Evaluate potential solutions.
Focus on solutions that address root causes and prevention of problem
occurrence. Solutions should be cost-effective; achieving group consensus is
important.

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Steps of PDCA (continued)
The Do step
 Implement the solution or process change
 Monitor results and collect data
The Check step
 Review and evaluate the result of the change
 Measure progress against milestones
 Check for any unforeseen consequences
The Act step
 If successful,
 Standardize process changes
 Communicate to all involved
 Provide training in new methods

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Problem Solving Tools
1. Check Sheet. A simple tool for collecting data about problems or complaints.
Example 1.
Appliance Department Complaints
Late Wrong Faulty Total Units %
Month delivery appliance installation installed Complaints
January 2 3 3 8 800 1.00%
February 4 3 4 11 900 1.22%
March 1 4 3 8 750 1.07%
April 4 5 2 11 1050 1.05%
May 3 5 5 13 1400 0.93%
June 2 6 3 11 980 1.12%
July 3 4 4 11 1030 1.07%
August 5 6 6 17 1500 1.13%
September 3 5 5 13 1330 0.98%
October 4 6 6 16 1500 1.07%
November 3 7 5 15 1320 1.14%
December 3 8 6 17 1550 1.10%

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Problem Solving Tools (continued)
2. Histogram. A graph which presents the collected data as a frequency distribution in bar-chart
form. Example 1
Complaint Type
0
1
2
3
4
5
6
7
8
9
January
February
March
April
May
June
July
August
September
October
November
December
Month
Frequency
Late
Wrong
Faulty

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3. Pareto Chart. Orders problems by their relative frequency in decreasing order. Focus
and priority should be given to problems that offer the largest potential improvement.
Example 1
Pareto Chart for complaints
0
10
20
30
40
50
60
70
Wrong appliance Faulty installation Late delivery
Complaint category
Numberofcomplaints

10
4. Scatter Diagram. A graphical tool to check if two relationships exist between two
variables. Example 1
Scatter Diagram for faulty installations
0
20
40
60
80
100
120
140
160
180
0 1 2 3 4 5 6 7
Number of faulty installations
Numberofinstallationspercrew

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5. Flowchart. A visual representation of a process which can help in identifying points
where failures may occur and intervention is useful. Example 2
Rounded box - represents an event which occurs automatically, such as receive telephone call.
Rectangle or box - represents an event which is controlled within the process. A step or action which is
taken.
Diamond - represents a decision point in the process. Typically will require a `yes' or `no' response.
Circle - represents a point at which the flowchart connects with another process. The name of the other
process appears within the symbol.

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6. Cause-and-effect diagram (fishbone diagram). Offers a structured approach for
identifying all possible causes of a problem. The classic diagram is as shown:
In retail, a better representation is the 5S (Pal & Byron 2003):

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7. Control Chart. Is a statistical tool used to monitor the performance of a process over
time. It is a time-ordered graph of sample data which can be used to identify when
assignable causes of variation may be present.
Example 1
If observations fall between the lower control limit and the upper control limit, then the
process is in control. Otherwise, corrective action is needed.
Control Chart for Complaints
0.70%
1.00%
1.30%
0 2 4 6 8 10 12 14
Month
%complaints
Upper Control Limit
Lower Control Limit

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Process variations can be one of two types:
a) Random variations which are created by many minor factors.
b) Assignable variations whose main source can be identified and corrected.
There are four types of control charts:
1. Control Charts for Variables. Variables are measured such as length of time a certain
item is out of stock. Control charts can be:
1.a. Mean Control Charts
1.b. Range Control Charts
2. Control Charts for Attributes. Attributes are counted such as number of service calls and
number of returns on an item. Control charts can be:
2.a. p-charts
2.b. c-Charts

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Mean Control Charts: Used to measure the mean (central tendency) of a process.
Example 3: A store manager is concerned about the length of time items are out of stock.
The store manager has a policy that the average time items can be out of stock is 2.2
days (30.8 hours based on 14-hour days) with a standard deviation of 5 hours. A sample
of 10 out of stock items was taken and the length of time they were out of stock was
measured. The data is shown below:
LCL=Mean-2(Standard Deviation) = 30.8 – 2 (5)= 20.8 hrs
UCL=Mean+2(Standard Deviation) = 30.8 + 2 (5)= 40.8 hrs
Since 41.2 is larger than 40.8, the duration of out of stock has a mean larger than 30.8
hours.
Duration
Item out of stock
1 18
2 33
3 29
4 45
5 50
6 45
7 60
8 31
9 40
10 61
Average 41.2

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Range Control Charts: Used to measure the variability (dispersion) of a process. Example 3:
Suppose that the average range for the mean stock out duration over the last 5 samples has
been R1=32 hours
Range = R = 61 – 18 = 43 hours
LCLR = D3 R =0.22 × 32= 7.04 hours
UCLR = D4 R = 1.78 × 32= 56.96 hours
Since 43 is between 7.04 and 56.96, the dispersion of the stock out times has not changed.

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p-charts: Used to monitor the percentage of failures generated by a process. Example 1:
Suppose that managers are concerned about increased number of complaints in Oct-Dec. Has
the installation process deteriorated over the last three months?
Using Jan-Sep data
Proportion of complaints =103/9740=0.01057
For sample size of 100 installations for Oct, Nov, and Dec, Standard deviation of p =
((0.015057)(1-0.01057)/400)1/2=0.005113
LCL=0.01057-2(0.005113)=0.000348
UCL=0.01057+2(0.005113)=0.02080
Since all sample proportions are between 0.00348 and 0.02080, the process is in control.
Late Wrong Faulty Total Sample %
delivery appliance installation Size Complaints
October 1 3 4 8 400 2.00%
November 1 3 3 7 400 1.75%
December 2 2 3 7 400 1.75%

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c-Charts: Used to monitor the number of defects per unit. Example 4: Number of
defectives per 25 yd2 of installed bathroom tile in 10 samples of 25 yd2 are:
LCL=Average–2 (average)1/2 =1.90–2 (1.90)1/2 = -0.857 LCL=0
UCL=Average+2(average)1/2 =1.90+2 (1.90)1/2 = 4.65
A new sample of 25 yd2 was examined and the number of defects was 5. Since
5>4.65, the process needs to be examined.
Number
Sample of defects
1 2
2 3
3 0
4 2
5 1
6 3
7 2
8 1
9 2
10 3
Average 1.90

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8. Run Chart. A graphical tool to monitor important process variables over time. A helpful
tool in identifying trends and cycles. Example 1
9. Brainstorming. An idea generating technique for a group of people to solve problems.
 Encourage unrestrained collective thinking
 All ideas are welcomed
 No single member dominates the session
Run chart for good installations
98.60%
98.70%
98.80%
98.90%
99.00%
99.10%
1 2 3 4 5 6 7 8 9 10 11 12
Period
%goodinstallations

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Konsep Ide Perbaikan
Contents
1. Konsep
2. COPQ
3. Target
4. Form Ide Perbaikan
5. Kriteria Ide Perbaikan
6. Sample Ide Perbaikan

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21/8
Mencari masalah dalam area kerja
dengan kriteria :
Energi
Produk
Proses
Lain”
Pemilihan Tema
Mengurangi COPQ
Meningkatkan produktivitas
Meningkatkan motivasi kerja
karyawan
Tujuan
Menentukan jumlah Incentive sesuai
hasil penilaian
Penilaian bertingkat oleh pimpinan
setempat
Penilaian akhir oleh tim khusus sesuai
tinjauan area kerja.
Incentive
Menentukan target perbaikan
Melaksanakan Ide Perbaikan sesuai
target/tim/bulan
Membuat laporan sebelum dan
sesudah perbaikan
Perbaikan
Untuk meningkatkan persaingan bisnis maka perlu menguatkan pola pikir karyawan
untuk melakukan inovasi dengan melakukan kegiatan inovasi di area kerja sampai
kepada hal terkecil dengan melibatkan seluruh karyawan.
IDE PERBAIKAN
1. Konsep

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• Hidden Loss adalah loss yang tidak tampak pada hasil akhir proses ataupun
customer kita.
• Ganti Model
• Ganti Material
• Mesin Trouble
• Perbaikan Kualitas
• Proses Lain
• Terlambat pengiriman
• Kelebihan Stock
• Loading Ulang
• Test Analisa
• Perubahan Design
Model
• Hidden loss harus diangkat ke permukaan untuk memudahkan dalam analisa
masalah serta mencari solusi pemecahan
Direct Loss
Hidden Loss
Peluang untuk
meningkatkan
keuntungan
2. COPQ (Cost of Poor Quality)
COPQ adalah biaya yang harus dikeluarkan karena tidak mengerjakan dengan
benar dari pertama (Not 1st Quality)
22/8

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23/8
Ide Perbaikan
(Unit : EA)
3. Target
Penetapan target pelaksanaan ide perbaikan adalah berdasarkan persentase
jumlah ide perbaikan terhadap jumlah karyawan di setiap area kerja dengan
rasio xx per bulan.
’08
Target
xxx
*) Jumlah Karyawan
= xx X 6 Bulan (Jul~Dec)
= xxx
(*
’08 Target
DEPT. 2Q 3Q 4Q
Xxx
xxx
xxx
xxx
xxx
xxx
TOTAL
T/T
Target
/Bulan
1Q 2Q 3Q 4Q
xxx
xx
xx
xx
Trend Target
(Unit : EA)
**) Mulai : Juli 2008
(**

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24/8
▣. Hasil kegiatan IDE PERBAIKAN
Judul tema
Kesimpulan
Efek Pengontrolan Selanjutnya
Masa
pelaksanaan
PIC/NIK
Kuantitatif Kualitatif
Analisa dan Inspeksi Perbaikan & HasilMasalah dan Kondisi
Sekarang
KPI (Unit) Sebelum Sesudah
Target
Kategori
Ka.Seksi Ka.Tim
Level:
FI Tim MI Tim
Level :
1 – 2 – 3 - 4
Dept.
/DIV Process
Level: Level: Level:
Energi Proses
Produk Lain”

25
25/8
▣. Hasil kegiatan IDE PERBAIKAN
Judul tema
Kesimpulan
Efek Pengontrolan Selanjutnya
Masa
pelaksanaan
PIC/NIK
Kuantitatif Kualitatif
Analisa dan Inspeksi Perbaikan & HasilMasalah dan Kondisi
Sekarang
KPI (Unit) Sebelum Sesudah
Target
Kategori
Energi Proses
Produk Lain”
Ka.Seksi Ka.Tim
Level:
FI Tim MI Tim
Level :
1 – 2 – 3 - 4
Dept.
/DIV Process
Level: Level: Level:
Cost Saving
- Per bulan atau pertahun
Kondisi sebelum Kondisi sesudah
Hal yang
terukur
(satuannya)
Hasil
sebelum
Hasil
sesudah
Penjelasan singkat hasil perbaikan
(Summary)
- Analisa masalah
- Isi perbaikan
Bagaimana untuk menjaga kestabilan kondisi
:
- Pemakaian checksheet
- Rutinitas kegiatan
- Audit, dll.
Area proses
perbaikan

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26/8
5. Kriteria Ide Perbaikan
Item Kinerja Level - 1(Rp 10.000) Level - 2 (Rp 20.000) Level - 3 (Rp 30.000) Level - 4 (Rp 50.000)
Product/Man hour Peningkatan < 2.5% 2.5% - 5% 5% - 10% 10.1 - 15%
Loss Time Pengurangan < 2.5% 2.5% - 5%
Defect Ratio Pengurangan < 2.5% 2.5% - 5%
Yield Peningkatan < 2.5% 2.5% - 5% 5% - 10% 10.1% ~ 15%
Customer Service Pengurangan < 2.5% 2.5% - 5%
Lain”
Umum Penghematan Rp 1.000.000 per bulan Rp 2.000.000 per Month Rp 3.000.000 per bulan > Rp 3.000.000 per bulan
Prosedur Kerja 5% ~ 10% 10%
Pemakaian Ulang
< 2.5% 2.5% - 5% 5% ~ 10% >10 %
< 2.5% 2.5% - 5% 5% - 10 % >10 %
Level bahaya/ Faktor Resiko Membuat tanda bahaya Membuat/revisi prosedur kerja
Lining, labeling, sticker Visual Penandaan posisi (material, rute) Pada area bahaya
Visual Management Info Visual
Visual umum Membuat visual digital
Actual Action Lay out Visual
Maintenance Machine < 2.5% 2.5% - 5% 5% - 10 % >10 %
5 ~ 10% dari Loss Time kritis. (data 3
bulan terakhir)
> 10% From Critical Loss Time.
Attachment : 3 months previous data
5 ~ 10% dari Loss Time kritis. (data 3
bulan terakhir)
> 10% From 3 Worst defect .
Attachment : 3 months previous data
Mengurangi defect di pelanggan 5.1% ~
10%
Mengurangi defect di pelanggan >
10%
Revisi standar metode
pemeriksaan
Membuat standar metode baru
pemeriksaan
Membuat/modifikasi alat/mesin
produksi untuk mengurangi defect
Membuat/revisi prosedur
kerja untuk penurunan
biaya
Pemakaian material daur
ulang
Pemakaian metrial daur
ulang untuk penurunan
biaya
Membuat alat keselamatan kerja untuk
menghindari insiden (cover mesin,
perputaran mesin)
Membuat visual (Produksi,
Kualitas,TPM,5R)
Membuat visual digital (terhubung
dengan data base)
Membuat sistem visual masalah
mesin (Buzzer dan atau lampu) pada
mesin
mesin (Buzzer dan atau lampu)
pada ruang kontrol
Membuat sistem visual masalah mesin
di ruang kontrol Control Room dengan
perbaikan manual
mesin di ruang kontrol Control Room
dengan perbaikan otomatis
Merubah layout station Line, alat kerja
untuk pelaksanaan 3R
Mengurangi frekuensi
masalah mesin

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27/8
6. Sample Ide Perbaikan
Judul tema
Kesimpulan
Efek Pengontrolan Selanjutnya- Pemakaian stretch Film berkurang total 33.8% (11  8 putaran + Stretching)
Awal : 612 cm (11 out)  557 cm = 9% (Stretching)  405 = 27.3% (8 put)
- Predicted Cost Down:/year
2004 Input Amount = 11.017  Reduce 33.8% = KU$ 3.724/month
Saving to 2004 input amount = KU$ 3.724/month (KU$ 44.69/year)
Masa
pelaksanaan Leader Gilbert S.05.3.01 ~Mengurangi pemakaian Stretch Film
Saat wrapping pallet, total jumlah putaran terlalu banyak pada sisi paling atas dan paling bawah disamping stretching dari Film tersebut
kurang kuat karena tekanan dari udara (air pressure) ke cylinder tidak besar. Hal ini menyebabkan loss pemakaian stretch film yang
cukup besar.
1. Jumlah putaran di sisi paling atas
dan sisi paling bawah terlalu
banyak (2~3 putaran)
2. Kerenggangan stretch film masih
kurang karena ada loss dari kurang
kuatnya air pressure ke cylinder
penahan roll.
Tank
1. Cara yang digunakan sekarang :
- Putaran stationer pada sisi atas dan bawah masing-
masing 2 putaran yang bisa dikurangi menjadi 1
putaran
- Tekanan ke roller kurang sehingga kerenggangan
film saat wrapping kurang
1. Total jumlah putaran pada 14” : (4/3 susun)
Sebelum : 11/9 putaran Sesudah : 8/6 putaran
2. Total jumlah putaran pada 21” : (3/2 susun)
Sebelum : 11/9 putaran Sesudah : 8/6 putaran
3. Kerenggangan film ditingkatkan :
Sebelum : 612 cm Sesudah : 557 cm (9%)
Meningkatkan Lot OK ratio sehingga pem-buangan
stretch film akibat rework dapat dihilangkanKuantitatif Kulitatif
Putaran stasioner
sisi atas dan bawah
terlalu banyak
Mengurangi jumlah putaran bawah
Mengakibatkan terbuka bagian corner Sisi bawah tetap tercover dengan me-
nurunkan sensor bottom dari roller
Analisa dan Inspeksi Perbaikan & HasilMasalah dan kondisi
sekarang

Pdca prob solving & decision making

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