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Beyond Cause and Effect: The Good, The Bad and The Ugly

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About the program: While the Cause & Effect Diagram has a narrow focus in the analysis of a failure, The Good, The Bad and The Unknown Matrix goes far beyond to give you a full understanding of the process. The Good, The Bad and The Unknown Matrix is a new analysis tool that goes further than the Cause & Effect Diagram can go, being applied to different situations. This presentation will cover multiple application examples.

About the Speaker: Al Germann is Senior Member of ASQ and holds CSSBB and CCT certifications. Al celebrates his 30th year working in industry and held various positions such as Quality Engineer for Metrics, Supplier Quality Engineer, Quality Manager, Project Manager and Metrologist. Employment history includes GE Transportation, Excelco/Newbrook (supplier of assemblies to the US Navy), Prestolite Electric, Woodward HSC (aerospace), and Lakeside Precision (industrial
machine shop).

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Beyond Cause and Effect: The Good, The Bad and The Ugly

  1. 1. Beyond the Cause & Effect Diagram By Al Germann 2011
  2. 2. Cause & EffectDiagram Results The Bad ?
  3. 3. Good, Bad & UnknownCause & Effect MatrixDiagram Results The The The Good Bad Unknown ? The Bad
  4. 4. Cause & Effect Diagram DMAIC SIPOC Model
  5. 5. Materials Manpower Methods Defect, ev ent, outputEnvironment Machines Measurement
  6. 6. General process steps: Identify the problem Brainstorm contributors into 6 categories Evaluate and prioritize items listed Select top few & develop an action plan The C&E diagram is very focused on what went wrong, causing the problem.
  7. 7. Define Measure Analyze Improve Control Customer Data plan Determine Develop Manage the Requirements Data root cause solutions implemented CTQ collection Identify gaps Implement change Process flow Feedback Find improve- Add survey improvement ments preventions opportunities to reverting Fully back to old understand way the process
  8. 8. Suppliers Inputs Process Outputs CustomerIf something goes wrong with the output, why focusonly on some of the inputs or some of the processsteps? Find The Good, Find The Bad, Reduce the Unknowns. Fully understand the process.
  9. 9. “Bad” “Good”findings findings
  10. 10. Good Bad Unknown(C&E) GBU Matrix
  11. 11. • Can rule out some interactions. Good • Captures good practices that can be used elsewhere. • Captures information that leads to determining root Bad cause (like C&E). • Reduces the unknowns.Unknown This helps to fully understand the process
  12. 12. Structured formatDisplay all info Flexible, variations learned
  13. 13. The Good The Bad The UnknownMaterials 1. 2. 1. 2. 1. 2. 3. 3. 3.Manpower 1. 2. 1. 2. 1. 2. 3. 3. 3.Machine 1. 2. 1. 2. 1. 2. 3. 3. 3.Methods 1. 2. 1. 2. 1. 2. 3. 3. 3.Measurements 1. 2. 1. 2. 1. 2. 3. 3. 3.Environment 1. 2. 1. 2. 1. 2. 3. 3. 3.
  14. 14. The Good The Bad The UnknownPolicies 1. 2. 1. 2. 1. 2. 3. 3. 3.Procedures 1. 2. 1. 2. 1. 2. 3. 3. 3.People 1. 2. 1. 2. 1. 2. 3. 3. 3.Equipment 1. 2. 1. 2. 1. 2. 3. 3. 3.Environment 1. 2. 1. 2. 1. 2. 3. 3. 3.
  15. 15. The Good The Bad The Unknown ActionMaterials 1. 1. 1. 2. 2. 2. 3. 3. 3.Manpower 1. 1. 1. 2. 2. 2. 3. 3. 3.Machine 1. 1. 1. 2. 2. 2. 3. 3. 3.Methods 1. 1. 1. 2. 2. 2. 3. 3. 3.Measurements 1. 1. 1. 2. 2. 2. 3. 3. 3.Environment 1. 1. 1. 2. 2. 2. 3. 3. 3.
  16. 16. The Good The Bad The Unknown ActionMaterials -Similar callout (sec Deformation did -Why is this one Increase C-7) did not have this not repeat- not worse after correction tolerance on problem repeatable - Weld fillet size location. Submit -Same equipment - How did it move so request.- QE -good history muchManpower -Adjustment was in Evaluate right direction optional over -Same operator check individual.- JohnMachine -Same welding equipmentMethods -Reviewed fixture & -Sample of only 2 - Operator look setup pieces for movement -good standard -No in-process during weld practice was used measurement of passes & report - position of clamps early deformation - Get in process measurement- BrianMeasurements Proper measuring Out of tolerance equipment used reading Same equipment & inspectorEnvironment Good & same
  17. 17. After Action Reviews Continuous Improvement
  18. 18. Cause Further Improve Second ThirdFirst no what is what is harm good bad
  19. 19. The Good The Bad The Unknown Actions General Metal chips & Usefulness old Identify cost of location drops from saw inventory stock storage & future Good operation rack & mat’l of old material- performing Location of Performance Jim employee long length rating of dust Review dust Additional material racks collection collection training is not Floor clutter system system-Billy required Some access Schedule 5S Amount of floor problem day-John space Assign Storage racks volunteers - John
  20. 20. The Good The Bad The Unknown Actions Topics covered Missing best No comments Create best Hands on demo practice on facility & practice Props and summary training room handout-Bob samples Inspection Cost impact of Review/improve Real word techniques not training inspection application Course note Effectiveness of techniques Presenters book training coverage-Keith Holding performed Review/improve people’s course note attention book-team Estimate cost impact of not training-Cheryl Evaluate effectiveness - Cheryl
  21. 21.  The Cause & Effect Diagram is very good at what is does, is well proven and has a long history. However, it is very focused and may not be the best choice. The GBU Matrix is great analysis technique for your Quality Tool Box
  22. 22. The GBU Matrix helps to fully understand the entire process by: Being an effective team based tool used for root cause analysis. Displaying all that was discovered related to the process, nonconformance or event. Helps to recognize the true state of the process, event or business KPIs.  Others: ?
  23. 23.  Immediately providing a clear illustration in useable categories. Closed loop system with action items. Provides balanced and useful feedback to work cells or teams.
  24. 24. The GBU Matrix: Use with or without prompting column Applicable to manufacturing, service & transactional processes Use with 5S, Kaizen events or for After Action Review, Process performance review
  25. 25. The Good The Bad The Unknown Action 1. 1. 1.Materials 2. 2. 2. 3. 3. 3. 1. 1. 1.Manpower 2. 2. 2. 3. 3. 3. 1. 1. 1.Machine 2. 2. 2. 3. 3. 3. 1. 1. 1.Methods 2. 2. 2. 3. 3. 3. 1. 1. 1.Measurements 2. 2. 2. 3. 3. 3. 1. 1. 1.Environment 2. 2. 2. 3. 3. 3.
  26. 26. The Good The Bad The Unknown ActionMaterials 1. 1. 1. 2. 2. 2. 3. 3. 3.Manpower 1. 1. 1. 2. 2. 2. 3. 3. 3.Machine 1. 1. 1. 2. 2. 2. 3. 3. 3.Methods 1. 1. 1. 2. 2. 2. 3. 3. 3.Measurements 1. 1. 1. 2. 2. 2. 3. 3. 3.Environment 1. 1. 1. 2. 2. 2. 3. 3. 3.

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