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This document outlines the 8-step problem solving method taught in the Lean Systems Program. It begins with learning goals of deepening awareness of the importance of the 8 steps, applying it to work situations, experiencing how the A3 tool communicates the process, and applying it in the work environment. It then details each of the 8 steps: clarify the problem, break down the problem, set a target, analyze root cause, develop countermeasures, see countermeasures through, monitor results and processes, and standardize successful processes. Examples are provided to illustrate how to apply each step. Guiding principles are also discussed such as using facts, thorough communication, and addressing problems rather than blaming people.

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University of Kentucky Lean Systems Program Lean Systems Program Institute of Research for Technology Development College of Engineering University of Kentucky © Copyright 1994-2015 University of Kentucky/Toyota Motor Engineering & Manufacturing North America, Inc. (TEMA) All Rights Reserved 8 Step Problem Solving Method
Lean Systems Program Learning Goals • Deepen your awareness of the importance of the 8 step process to effective problem solving • Apply the process to your own work situation during class discussion • Experience how the A-3 tool communicates the process thinking • Apply in the work environment 2
Lean Systems Program 8 Step Process for Problem Solving Steps Depth Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Zero level Go deeply on each step Complete Root Cause Toyota strength- standardize 8 Step Problem Solving Process 3
Lean Systems Program Guiding Principles Company Culture issue—follow each step completely Use steps as a “check-sheet” 4
Lean Systems Program 1) Customer viewpoint Think and act for the customers **Following process is the customer Guiding Principles 5
Lean Systems Program Guiding Principles 2) Confirm the Purpose of Your Work Constantly question the purpose Seek your own answers Keep the overall goal and purpose in focus 6
Lean Systems Program Guiding Principles 3) Ownership and Responsibility You are responsible for your work success Take pride in your work Ask: “What can we do something about - how can we improve our work?” 7
Lean Systems Program Guiding Principles 3) Ownership and Responsibility Do not blame people Appreciate people When people detect problems, 8
Lean Systems Program Guiding Principles 4) Visualization Make results and data visible Clarify problems for everyone to see Information is timely Data is understandable to the work group 9
Lean Systems Program Any variation hints there is a problem: 4) Visualization Guiding Principles Why is variation happening? Variation in the workload Team member has trouble Equipment or parts vary Key Point: look for early indicators “near miss” thinking 10
Lean Systems Program Guiding Principles 5) Judgment Based on Facts Without guessing or assuming Go and See at the work place, get out of the meeting room (Genchi Genbutsu) “Get Your Boots on!” Investigate 11
Lean Systems Program Guiding Principles 6) Think and Act Persistently Think deeply Complete each step of problem solving process Don’t give up until results meet goal Good Process=Good Results! 12
Lean Systems Program Guiding Principles 7) Speedy Action in a Timely Manner Be adaptable to the work process needs - take action quickly Keep at it until TRUE countermeasures are in place -that which if implemented prevents problem from returning If necessary, use TEMPORARY measures -when a problem occurs, take action quickly 13
Lean Systems Program Temporary Measure Action to stop or contain the problem--can add necessary extra work to the process ( + $ / + / +  ) • When a problem occurs, take action quickly • Purpose is to contain the problem, not solve it 14
Lean Systems Program Temporary Measure Example Problem Difference between “Temporary Measure" and “Countermeasures” (Countermeasure) shield limit switch from coolant Machine over travels Limit switch not activated (Fact) Why? (Temporary measure) Replace the limit switch Limit switch arm is Frozen (fact) Limit switch is in Coolant air flow Why ? Why? Prevents the recurrence Root Cause 15
Lean Systems Program Temporary Measure Matrix Select the optimal containment action on the following criteria: – Simplicity – Minimal modification to current process – Time to implement Option 1 Option 2 Option 3 Simplicity 10 8 7 Modification 9 10 5 Time 10 9 7 29 27 17 Rate each option relative to each other for each criteria Sum the score and select the option with the highest score 16
Lean Systems Program Temporary Measure Implementation Plan Problem Identified Temporary Identified Temporary Implemented Follow up Complete 17
Lean Systems Program Guiding Principles 8) Thorough Communication Thoroughly and sincerely communicate Involve all stakeholders Japanese concept of “Nemawashi” 18
Lean Systems Program • Find the problem • Fix the problem • Keep the problem from coming back Guiding Principles 19
Lean Systems Program What Defines a problem in the 8 Step method? “No one has more trouble than the person who claims to have no trouble.” (Having no problems is the biggest problem of all.) by Taiichi Ohno Problems are the path toward improvement 20
Lean Systems Program What Defines a problem in the 8 Step method? A problem is … The current situation gap to the standard = PROBLEM • Fact based • Discovery driven Standard Current Situation Gap = Problem 21
Lean Systems Program What Defines a problem in the 8 Step Method? Non Value Added Work = Waste Waste is any factor which does not contribute to the process by adding value. The goal of Lean is to eliminate any factors which raise cost without adding value to the product. 22
Overproduction Inventory Transportation Over Processing Waiting Quality Defects Motion The 7 Wastes! What Defines a problem in the 8 Step Method? 23
Lean Systems Program Would you like to work in this place? What Defines a problem in the 8 Step Method? 24
Lean Systems Program Information Charts Safety Glasses On Andon Cord Ergo Aid Table Racks and Containers for Small Lot SOP After What Defines a problem in the 8 Step Method? 5-S Foot-printing Floor Scoreboard Andon Board Walking Aisle 25 See normal vs abnormal
Lean Systems Program 8 Step Process for Problem Solving 26 A C D P Step1. Clarify the Problem Step 2. Break Down the Problem Step 8. Standardize Successful Processes Step 7. Monitor Both Results and Processes Step 6. See Countermeasures Through Step 5. Develop Countermeasures Step 4. Root Cause Analysis Step 3. Target Setting
Lean Systems Program Example of Problem A-3 Report 27 5 5 water leaks in the tail light area
Lean Systems Program Example of Problem A-3 Report 28
Lean Systems Program Step 1) Clarify the Problem 8 Steps Proceedings Step 1. Clarify the Problem (1) Clarify the “Ultimate Goal” of your responsibilities & work (2) Clarify the “Standard” of your work (3) Clarify the “Current Situation” of your work (4) Visualize the gap between the “Current Situation” and the “Standard” 29
Lean Systems Program What Defines a problem in the 8 Step method? Standard Current Situation Gap = Problem Ultimate Goal Important to the ultimate goal? What is the standard? Visualize (Make Explicit) 30
Lean Systems Program Step 1) Clarify the Problem .3 .1 .2 .5 .4 Aug Sep Oct Nov The Standard The Current Situation Defects Visualize the gap between the “Current Situation” and the “Standard” Problem Visualize the gap between the current situation and the standard 31
Lean Systems Program Step 1) Clarify the Problem Process1. Clarify the “Ultimate Goal” of your responsibilities & work To meet Production Plans My work & Responsibilities To provide customers with highly functional and high-quality cars at reasonable prices in a timely manner Ultimate Goal To meet customer demand My job’s purpose 32
Lean Systems Program Example: Step 1 1. Clarify the Problem Ultimate Goal: Assure TMMK cars meet customer requirement for quality Standard: Zero audit defects from sealer area Current Situation: 7 water leaks on 7/28 15 10 5 0 7 Actual Standard Gap=7 0 33
Lean Systems Program Example: Step 1 1. Clarify the Problem 100 80 60 40 20 0 2640 Current Standard Gap=(20%) 660 3300 100% 80% Ultimate Goal: TMs are compensated for work completed and paid timely and fairly Standard: 100% (3300) of TM’s paychecks are deposited error free Current Situation: 80% (2640) of TM’s paychecks are deposited error free 34
Lean Systems Program Step 2) Break Down the Problem Step 1. Clarify the problem (1) Clarify the “Ultimate Goal” of your responsibilities & work (2) Clarify the “Standard” of your work (3) Clarify the “Current Situation” of your work (4) Visualize the gap between the “Current Situation” and the “Standard” 8 Steps Proceedings Step 2. Break down the problem (1) Break down the problem (2) Identify the prioritized problem (3) Specify the point of occurrence by checking the process through GENCHI GENBUTSU 35
Lean Systems Program Step 2: Break Down the Problem • Formulating a clear, concise statement from your Gap • The statement describes the difference between the standard and current situation • During this step, break the large problem into smaller, more specific problems • If you can’t describe it, you can’t solve it! 36
Lean Systems Program Step 2) Break Down the Problem Problem Problem Problem Big Problem Problem Problem Problem Problem Problem Problem Problem What Where When Who Prioritized Problem Prioritized Problem at the Point of Occurrence (PoO) NOT Why! 37
Lean Systems Program Step 2) Break Down the Problem Narrow the problem sufficiently Classify and quantify Priority decision: tackle the biggest impact problem FIRST 1 in Mohican 5 Tail light 1 side Many water leaks in the tail light Process 1 on Avalon 6 on Camry Vehicle Type 7 Water leaks Prioritized Problem 38
Lean Systems Program Step 2) Break Down the Problem Division points to break down the problem (classify) ▪By region ▪By age ▪By vehicle model ▪By gender ▪By month ▪By vehicle type etc. Car sales not meeting the target Not achieving cost targets  By department (group)  By process  By equipment  By expenditure type  By month  By types of cutting tools, etc. 39
Lean Systems Program Left Right Roof Hood Trunk Step 2: Break Down the Problem 3% increase in SCRATCHES found on vehicle at Final Inspection 80% Window Frame 15% Door Handle 5 % Side Pnl Prioritized Problem Left=95% Right=5% Roof=0% Hood=0% Trunk=0% Frt Door= 80% RR Door= 15% Fender=0% Qtr Pnl= 5% 40 Classify And Quantify
Lean Systems Program 8 Step Problem Solving (Locate Point of Occurrence) • The point of occurrence (PoO) is the actual work element at the physical location where the problem is first seen • For example, walk the line back. Check each work station, until you arrive at the station where the problem is no longer seen 41
Set seat to car Align seat to rail Set seat to car Pick seat from back w/carrier PoO 42 Locate Point of Occurrence (PoO) Interior Mutilations Scuffed (7) (15) Scuffed (4) Scuffed (4) Center Console Headliner Kick Plate Prioritized Problem Direction of Assembly Line Start to walk line back 1 2 3 4 5 Center Console Install Seat Install Center pillar garnish install Window install CSA Process # Standard Work of Seat Install
Lean Systems Program Step 2) Break Down the Problem Why is Point of Occurrence important? For efficient use of time & effort Prioritized Problem at the Point of Occurrence Where is Point of Occurrence? 43
Lean Systems Program How to Proceed with Step Two 44 Big Gap Problem #=x # # # # # # # PP Focus Process PoO # # 1st Action List all possible breakdown classifications 2nd Action Select highest potential classifications to pursue and quantify 3rd Action Find the PoO at the process work element level (standard work step) Work Elements
Lean Systems Program Go and See Investigation for Point of Occurrence 1) Floor Brush--Finish lower seam on end panel 2) Engine Room Finish--Finsh the area just above and below the tail light Point of Occurrence 2. Break Down the Problem Engine Room FloorBrush Trunk Brush 2nd Application Engine Room Finish 1st Application FinishRear Hood Finish Mirror Plate Finish Upperend panel FinishSide tail light Finish below tail light FinishHood Corner 1 in Mohican 5 Tail light 1 side Many water leaks in the tail light Process 1 on Avalon 6 on Camry Vehicle Type 7 Water leaks Example: Step 2 Point of Occurrence (PoO) Processes Standard Work Prioritized Problem 45
Lean Systems Program Example: Step 2 2. Break Down the Problem 20% (660/3300) manual checks being issued Group Leader Error 35% (231/660) Other 23% (151/660) Salary Continuation 42% (277/660) STD Not Paid 30% (83/277) FMLA PTO Not Paid 70% (193/277) Time Execution 61% (142/231) Other 39% (90/231) Prioritized Problem T/M obtains FMLA form FMLA Process Flow T/M submits form to TMR by deadline TMR reviews form - submits by deadline Payroll system updated by deadline T/M received paycheck with correct amount Point of Occurrence (POO) Problem: FMLA paperwork is not received from TMR by the payroll deadline. 46
Lean Systems Program Step 3. Set a target (1) Make a commitment (2) Set measurable, concrete and challenging targets Step 3) Set a Target (1) Break down the problem (2) Identify the prioritized problem (3) Specify the point of occurrence by checking the process through GENCHI GENBUTSU Step 1. Clarify the problem Step 2. Break down the problem (1) Clarify the “Ultimate Goal” of your responsibilities & work (2) Clarify the “Standard” of your work (3) Clarify the “Current Situation” of your work (4) Visualize the gap between the “Current Situation” and the “Standard” 8 Steps Proceedings 47
Lean Systems Program All Employees will participate in cost reduction activities Step 3) Set a Target 1. Do not merely write down “what to do” as a target The cost of food will be reduced 15% within this calendar year What How much When 48
Lean Systems Program Planning the rotation What How much When Step 3) Set a Target 2. Do not set up the method as a target All employees will perform 5 evaluations per employee by March end 49
Lean Systems Program Step 3) Set a Target Standard Current Situation Big Problem <STEP1> Prioritized Problem Problem Problem Problem Point of Occurrence <STEP2> <STEP3> Target 50
Lean Systems Program Step 3: Set a Target Improvement in KAIZEN mind Improvement in teamwork All employees can find the 5 common body surface defects by June 30 100% participation rate for safety activity by July 31 5 or more suggestions per employee by December 31 Improvement of skills 51
Lean Systems Program Example: Step 3 3. Target Setting Target: Eliminate 5 tail light area water leaks on Camry by 7/29 52
Lean Systems Program Example: Step 3 3. Target Setting Target: Eliminate 100% late submissions of FMLA forms to meet payroll deadline by March 2009. (193 of 660 total gap) 53
Lean Systems Program Example through Steps 1, 2, & 3 54
Example through Steps 1, 2, & 3 1. Clarify the Problem 3. Target Setting 2. Break Down the Problem 100 80 60 40 20 0 2640 Current Standard Gap=(20%) 660 3300 100% 80% Ultimate Goal: TMs are compensated for work completed and paid timely and fairly Standard: 100% (3300) of TM’s paychecks are deposited error free Current Situation: 80% (2640) of TM’s paychecks are deposited error free Target: Eliminate 100% late submissions of FMLA forms to meet payroll deadline by March 2009. (193 of 660 total gap) 20% (660/3300) manual checks being issued Group Leader Error 35% (231/660) Other 23% (151/660) Salary Continuation 42% (277/660) STD Not Paid 30% (83/277) FMLA PTO Not Paid 70% (193/277) Time Execution 61% (142/231) Other 39% (90/231) Prioritized Problem T/M obtains FMLA form FMLA Process Flow T/M submits form to TMR by deadline TMR reviews form - submits by deadline Payroll system updated by deadline T/M received paycheck with correct amount Point of Occurrence (POO) Problem: FMLA paperwork is not received from TMR by the payroll deadline. 55
Lean Systems Program Step 4. Analyze the Root Cause 1) Examine the Point of Occurrence and think of possible causes without prejudice (2) Gather facts through GENCHI GENBUTSU and keep asking “Why?” (3) Specify the root cause Step 4) Analyze the Root Cause (1) Make a commitment (2) Set measurable, concrete and challenging targets Step 3. Set a target 8 Steps Proceedings (1) Break down the problem (2) Identify the prioritized problem (3) Specify the point of occurrence by checking the process through GENCHI GENBUTSU Step 1. Clarify the problem Step 2. Break down the problem (1) Clarify the “Ultimate Goal” of your responsibilities & work (2) Clarify the “Standard” of your work (3) Clarify the “Current Situation” of your work (4) Visualize the gap between the “Current Situation” and the “Standard” 56
Lean Systems Program Step 4) Analyze the Root Cause Prioritized Problem at the Point of Occurrence Possible cause Possible cause Possible cause Possible cause Think of all meaningful possible causes Not a fact Not a fact Not a fact Fact Repeat Possible cause Possible cause Possible cause Not a fact Not a fact Fact Possible cause Possible cause Not a fact Fact Root cause Time for WHY Go and See to confirm 57 Idle vs. informed brainstorming
Lean Systems Program Step 4) Analyze the Root Cause 1) Confirm the situation at the point of occurrence – Investigate the potential cause efficiently – Problem occurs continuously or erratically? – Problem occurs in repeatable cycles? – Look at “connecting points” between processes – Ask: “What has changed?” 58
Lean Systems Program 2) Without any prejudice Highly skilled employee, so can’t be the cause Always been this way, so can’t be the cause I just do/don’t feel this could be the cause Step 4) Analyze the Root Cause Experiences and intuition are important, but do not analyze root cause without thinking deeply 59
Lean Systems Program Environment Method Material Machine Man (Human) Step 4) Analyze the Root Cause 3) Use “4M1E” to think about possible causes 60
Lean Systems Program Step 4) Analyze the Root Cause Standard work being followed? Man (Human): RPMs correct? Machine: Correct compound? Material: Polishing standard correct? Method: Work place temperature correct? Environment: (Example) Bad polishing of painted parts 61
Lean Systems Program Step 4) Analyze the Root Cause Example : Hand was caught in the clamp (Why?) (Why?) Hand was under the clamp The clamp moved T/M was in a hurry, turned on the switch, then tried to adjust part after part had shifted Simply describe the facts 62
Lean Systems Program Why? A fuse in the robot has blown. Why? Circuit overloaded. Why? The bearings have damaged one another and locked up. Why? There was insufficient lubrication on the bearings. Why? Oil pump on robot is not circulating sufficient oil. Why? Pump intake is clogged with metal shavings. Why? No filter on pump intake (as designed) Root Cause Step 4) Analyze the Root Cause Example: Welding robot stops in the middle of its operation. 63
64 How to Proceed with Step 4 Action Items Do These Things Item 1 Brainstorm possible causes Think of all meaningful possible causes Use best brainstorming • Fast paced • Time limited • Don’t stop to discuss • Everyone participates Narrow the list (combine/eliminate) to select possible causes Item 2 Get input from job performers Go to work area or bring key people to classroom start with prioritized problem at point of occurrence Show the narrowed list of possible causes Ask: are these real/factual? What are other causes? Item 3 Select the most likely cause Decide which is factual and within your control Ask why the selected most likely cause is chosen Repeat at each level until arriving at root cause – make “decision tree” Item 4 Create “why chain” apply “therefore test” Transfer results from “decision tree” into “5 Why chain” Check logic with “therefore test” Repeat/do over until logic flow is clear to the root cause Two Products for Presenting Step 4 1. Root cause decision tree (result of brainstorming); be able to explain what was ruled out as well as what was selected 2. “5 Why Chain,” root cause clearly labeled, with “therefore test” (see slides 63 & 64)
Lean Systems Program Example through Step 4 Step 4) Analyze the Root Cause Waterleaks on the left side tail light T/M leaving gaps in finish T/M not turning spatula into the seam T/M not instructed in proper angle of finish when trained No specification in STW for proper spatula angle when finishing ROOT CAUSE 4. RootCause Analysis *Apply the “therefore” test to check thinking 65 5 water leaks in the tail light area
Lean Systems Program Example through Step 4 Step 4) Analyze the Root Cause *Apply the “therefore” test to check thinking 4. Root Cause Analysis FMLA paperwork is not received from TMR by the payroll deadline Form doesn't pass review Form was submitted incorrectly Part "D" not complete T/M thought HR was to complete Instructions not clear in Part "D" 66
Lean Systems Program Step 5. Develop countermeasures (1) Develop as many potential countermeasures as possible (2) Select the highest value added countermeasures (3) Build consensus with others (4) Develop a clear and detailed action-plan (1) Examine the point of occurrence and think of possible causes without prejudice (2) Gather facts through GENCHI GENBUTSU and keep asking “Why?” (3) Specify the root cause Step 4. Analyze the root cause Step 5) Develop Countermeasures 8 Steps Proceedings (1) Make a commitment (2) Set measurable, concrete and challenging targets Step 3. Set a target (1) Break down the problem (2) Identify the prioritized problem (3) Specify the point of occurrence by checking the process through GENCHI GENBUTSU Step 1. Clarify the problem Step 2. Break down the problem (1) Clarify the “Ultimate Goal” of your responsibilities & work (2) Clarify the “Standard” of your work (3) Clarify the “Current Situation” of your work (4) Visualize the gap between the “Current Situation” and the “Standard” 67
Lean Systems Program Step 5) Develop Countermeasures Root Cause Countermeasure Countermeasure Countermeasure Countermeasure Countermeasure Countermeasure Countermeasure Countermeasure with the highest value-added Procedure for developing countermeasures 68
Lean Systems Program Step 5) Develop Countermeasures Develop as many potential countermeasures as possible • Think: “what will eliminate the Root Cause” • Don’t deny potential countermeasures with preconceived ideas • Key points when developing ideas • Clarify the variables/conditions • What can I change? Get advice from others • Are there any previously developed (and effective) countermeasures 69
Lean Systems Program Step 5) Develop Countermeasures [Root cause] The pallet storage area is not large enough Develop as many potential countermeasures as possible Move to a more spacious place Where Make more space by tidying up pallets How Make more space by making pallet shape more compact What When Potential Countermeasure Perspective Reduce number of pallets by changing conveyance timing 70
Lean Systems Program Step 5) Develop Countermeasures Select the highest value added Countermeasures Evaluate all potential Countermeasures 71 Consider Question Effectiveness Does it truly eliminate the Root Cause? Does it meet the Target? Cost/Manpower Does it consider cost and time ? Does it consider the number of people required to implement/sustain Risk What are the risks when implementing Safety? Quality? Workability? What is the impact on previous or following work processes?
Lean Systems Program Step 5) Develop Countermeasures Make an evaluation matrix: Countermeasure for assembling mismatched parts Confirm the facts by interviewing related people and departments Select the highest value-added Countermeasures Technical difficulty Quality problem Safety problem Workability Problems to other processes Change parts color Change parts shape Change sequence of operation Overall judgment Cost / Man-hour Risk Expected effort Options Factors X X X X X X Good Acceptable NG Optimal 72
Lean Systems Program Build consensus with others Present to management for approval to go forward— A-3 format is a standardized and efficient tool • Explain and discuss plans with all relevant parties • Set up a cross functional committee • Organize the meeting to present the analysis & ideas • Hold update meetings to share latest info/progress Note: thru Process step 5, planning phase is completed Step 5) Develop Countermeasures 73
Lean Systems Program Step 5) Develop Countermeasures (Example)Action Plan Determine the best color for parts per model Action items Prepare trial parts A B August September 1W 2W 3W 4W 1W 2W 3W 4W 1W 2W 3W Discuss color Discuss and decide in a team meeting Request to prepare Confirm test results Report to managers Test by using trial parts Operator July Clarify the roles and responsibilities of people and departments involved Clarify the schedule and order of actions to implement Develop a clear and detailed action-plan When creating the action-plan, be sure to clearly identify the four W’s of the countermeasures Who – What – Where – When? 74
Lean Systems Program Example: Step 5 Make a Plan 75
Lean Systems Program Example: Step 5 5. Countermeasure Options & Evaluation Effectiveness X O Budget O O O O Speed O O O Quality X O Overall Assessment X O Comments -Create awareness of enhancement -Help T/Ms who review board -Not helpful at home -Would document enhancement as new standard -Dependent on T/M reading it -Verbally communicate the enhancement -Cannot ensure that T/M will remember the instructions if not written down -Would document enhancement as new Standard while confirming the instructions Options Post clearer instructions on T/M board Update instructions on form Have TMR instruct T/M Update instructions on form along with TMR communications 76
Lean Systems Program Step 6) See Countermeasures Through (1) Develop as many potential countermeasures as possible (2) Narrow down the countermeasures to the most practical and effective (3) Build consensus with others (4) Develop a clear and detailed action-plan Step 5. Develop countermeasures 8 Steps Proceedings (1) Examine the point of occurrence and think of possible causes without prejudice (2) Gather facts through GENCHI GENBUTSU and keep asking “Why?” (3) Specify the root cause Step 4. Analyze the root cause (1) Make a commitment (2) Set measurable, concrete and challenging targets Step 3. Set a target (1) Break down the problem (2) Identify the prioritized problem (3) Specify the point of occurrence by checking the process through GENCHI GENBUTSU Step 1. Clarify the problem Step 2. Break down the problem (1) Clarify the “Ultimate Goal” of your responsibilities & work (2) Clarify the “Standard” of your work (3) Clarify the “Current Situation” of your work (4) Visualize the gap between the “Current Situation” and the “Standard” 77
Lean Systems Program Step 6) See Countermeasures Through 8 Steps Proceedings Step 6. See countermeasures through (1) With all members united, implement countermeasures with speed and persistence (2) Share information with others by informing, reporting and consulting (3) Never give up, and proceed to the next step quickly 78
Lean Systems Program Step 6) See Countermeasures Through Prompt response from the team Be persistent Never give up and act persistently Speedy action together as a team Timely reporting, informing, consulting Proper checking 79
Lean Systems Program Step 6) See Countermeasures Through Implement Countermeasures with speed and Persistence after consensus (Nemawashi) building 80 1) Concentrate efforts 2) Check progress regularly “On-the-floor” standup at the progress boards — relate to “jishuken” room
Lean Systems Program Step 6) See Countermeasures Through Share information with others by informing , reporting and consulting • Share bad news quickly •Contingency plans for unforeseen risks/events 81
Lean Systems Program Step 6) See Countermeasures Through Never give up. If you cannot achieve the expected results, try other countermeasure ideas 82 1.Planned trial and error is OK 2.Loop back in process if problem develops 3.Importance of the culture—keep going, don’t pull the plug 4.Correct process = good results!!
Lean Systems Program Example: Step 6 Countermeasure Plan - Train T/M's in correct spatula angle Who When Status T/L 7/28 100% T/L 7/29 100% T/L 7/30&31 100% T/L 8/3 100% T/L 7/30 100% Train T/M's Check for 3 Shifts What Rewrite Standard Work Develop SWES with Key Points Remove Temp Action 6. See Countermeasure Through 7. MonitorBoth Results and Processes Additional tracking method - 25% Complete 50% Complete 75% Complete 100%Complete 83 Develop Standard Work Key Points
Lean Systems Program Example: Step 6 6. Action Plan 84 Item (What) (When) Resp (Who) Timing W1 W2 W3 W4 W5 W6 W7 W8 Draft form with clearer instructions TH Sample T/M response; revise as needed TH Consensus/Approval throughout HR RK Coordinate communication method with TMR and roll out SE Progress Checks BJ
Lean Systems Program Step 7) Evaluate Both Results and Processes 8 Steps Proceedings (1) Develop as many potential countermeasures as possible (2) Narrow down the countermeasures to the most practical and effective (3) Build consensus with others (4) Develop a clear and detailed action-plan Step 5. Develop countermeasures (1) Examine the point of occurrence and think of possible causes without prejudice (2) Gather facts through GENCHI GENBUTSU and keep asking “Why?” (3) Specify the root cause Step 4. Analyze the root cause (1) Make a commitment (2) Set measurable, concrete and challenging targets Step 3. Set a target (1) Break down the problem (2) Identify the prioritized problem (3) Specify the point of occurrence by checking the process through GENCHI GENBUTSU Step 1. Clarify the problem Step 2. Break down the problem (1) Clarify the “Ultimate Goal” of your responsibilities & work (2) Clarify the “Standard” of your work (3) Clarify the “Current Situation” of your work (4) Visualize the gap between the “Current Situation” and the “Standard” 85
Lean Systems Program (1) With all members united, implement countermeasures with speed and persistence (2) Share information with others by informing, reporting and consulting (3) Never give up, and proceed to the next step quickly Step 6. See countermeasures through Step 7) Evaluate Both Results and Processes 8 Steps Proceedings Step 7. Evaluate both results and processes (1) Evaluate the results and the processes, and share it with members involved (2) Evaluate from three key perspectives: customer’s, 8 step’s, and your own (3) Understand the reasons of success and failure 86
Lean Systems Program Step 7) Evaluate Both Results and Processes Did the results and processes achieve the target? Customer’s Perspective 8 Step ’s Perspective Your Own Perspective Evaluation Evaluation Evaluation What was the result? What was the process? ～Evaluate both results and processes and learn from both success and failure ～ 87
Lean Systems Program Step 7) Evaluate Both Results and Processes Result Target Result Target Not Achieved Evaluate whether or not the target was achieved 1) Evaluate the results Evaluate results and processes, and share it with stakeholders Target Achieved 88
Lean Systems Program Step 7) Evaluate Both Results and Processes 2) Evaluate the process for achieving the results What was most effective? Evaluate results and process, and share it with stakeholders Did we follow the Problem solving 8 steps completely? Did we analyze the true root cause? Machine modification Change the order of processes Change Material 89
Lean Systems Program Step 7) Evaluate Both Results and Processes 3) Confirm positive and negative effects Repair hours Achieved target Positive effects Negative effects Evaluate results and processes, and share it with stakeholders Cost for machine modification 90
Lean Systems Program Example: Step 7 91 7/31 8/2 7/30 8/3 0 defects 0 defects 8/1 0 defects 0 defects Tail Light Water Leak Tracking 0 defects 0 defects 7/28 7/29 5 defects 7. Monitor Both Results and Processes 7/28 7/29 7/30 7/31 8/1 8/2 8/3 10 8 6 4 2 0 # of defects Date Remove Temp Action Tail Light Water Leaks
Lean Systems Program Example: Step 7 7. Monitor Both Results and Processes Number of FMLA forms from TMR not meeting payroll deadline 193 100 98 20 19 6 0 0 50 100 150 200 250 April W1 W2 W3 W4 May W1 W2 W3 92 Step 7 Expectation Develop a tracking chart or graph (make the standard/target easy to see • What data is needed? • Where do we get the data? • What is the required time period? • Who will collect and summarize data?
Lean Systems Program Step 8) Standardize Successful Processes 8 Steps Proceedings (1) Develop as many potential countermeasures as possible (2) Narrow down the countermeasures to the most practical and effective (3) Build consensus with others (4) Develop a clear and detailed action-plan Step 5. Develop countermeasures (1) Examine the point of occurrence and think of possible causes without prejudice (2) Gather facts through GENCHI GENBUTSU and keep asking “Why?” (3) Specify the root cause Step 4. Analyze the root cause (1) Make a commitment (2) Set measurable, concrete and challenging targets Step 3. Set a target (1) Break down the problem (2) Identify the prioritized problem (3) Specify the point of occurrence by checking the process through GENCHI GENBUTSU Step 1. Clarify the problem Step 2. Break down the problem (1) Clarify the “Ultimate Goal” of your responsibilities & work (2) Clarify the “Standard” of your work (3) Clarify the “Current Situation” of your work (4) Visualize the gap between the “Current Situation” and the “Standard” 93
Lean Systems Program Step 8) Standardize Successful Processes Step 7. Evaluate both results and processes (1)Evaluate the results and the processes, and share it with members involved (2)Evaluate from three key perspectives: customer’s, 8 step’s, and your own (3)Understand the reasons of success and failure 8 Steps Proceedings Step 8. Standardize successful processes (1) Set successful processes as new standard (2) Share the new standard (YOKOTEN) (3) Start the next round of KAIZEN (1) With all members united, implement countermeasures with speed and persistence (2) Share information with others by informing, reporting and consulting (3) Never give up, and proceed to the next step quickly Step 6. See countermeasures through 94
Lean Systems Program Step 8) Standardize Successful Processes Procedure for Standardizing successful processes Standardization Success Implementation YOKOTEN Overall Company Own work area standard KAIZEN YOKOTEN YOKOTEN KAIZEN KAIZEN Standardization Standardization (1) Successful processes as new standard (2) Share the new standard (YOKOTEN) (3) Start the next round of KAIZEN 95
Lean Systems Program < Examples of standardization > Forms Manual Checklists Flow-chart Anyone, anytime, without muda, mura, or muri can implement the method/standard Set successful process changes as new Standards Step 8) Standardize Successful Processes 96
Lean Systems Program Step 8) Standardize Successful Processes <Examples of YOKOTEN> To opposite shift Meeting Hard copy or Electronic Circulation Share the new Standard ( YOKOTEN) 97
Lean Systems Program Step 8) Standardize Successful Processes Process 3. Start the next round of KAIZEN KAIZEN KAIZEN KAIZEN Kaizen Standardize Solve one problem Repetition of problem solving Process to get best result 98
Lean Systems Program Example: Step 8 Yokoten: Contact other NAMC's to confirm no problem Follow-up: Have Pilot add special check for finish angle in Standardized work development 8. Standardize SuccessfulProcesses 99
Lean Systems Program Example: Step 8 8. Standardize Successful Processes Document reason for adding additional instructions to form Standardize electronic form in database with revision date Yokoten: Share the new form with other NAMC's by June 30 100
Lean Systems Program Example: Steps 1-8 101 5 5 water leaks in the tail light area
Lean Systems Program Example: Steps 1-8 102
Lean Systems Program The 8 Step Process… A systematic pattern of work that integrates the wisdom of all “team members” resulting in continual growth and increased job satisfaction Summary 103
Lean Systems Program Contact Information Lean Systems Program College of Engineering University of Kentucky 220 Robotics Bldg. Lexington, KY 40506-0108 Phone: 859-257-4886 Fax: 859-323-1035 Email: sdunn@engr.uky.edu www.lean.uky.edu © Copyright 1994-2015 University of Kentucky/Toyota Motor Engineering & Manufacturing North America, Inc. (TEMA) All Rights Reserved Rev. 07/13 104

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8 Steps Problem Solving Method -2.pdf

  • 1.
    University of Kentucky LeanSystems Program Lean Systems Program Institute of Research for Technology Development College of Engineering University of Kentucky © Copyright 1994-2015 University of Kentucky/Toyota Motor Engineering & Manufacturing North America, Inc. (TEMA) All Rights Reserved 8 Step Problem Solving Method
  • 2.
    Lean Systems Program LearningGoals • Deepen your awareness of the importance of the 8 step process to effective problem solving • Apply the process to your own work situation during class discussion • Experience how the A-3 tool communicates the process thinking • Apply in the work environment 2
  • 3.
    Lean Systems Program 8Step Process for Problem Solving Steps Depth Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Zero level Go deeply on each step Complete Root Cause Toyota strength- standardize 8 Step Problem Solving Process 3
  • 4.
    Lean Systems Program GuidingPrinciples Company Culture issue—follow each step completely Use steps as a “check-sheet” 4
  • 5.
    Lean Systems Program 1)Customer viewpoint Think and act for the customers **Following process is the customer Guiding Principles 5
  • 6.
    Lean Systems Program GuidingPrinciples 2) Confirm the Purpose of Your Work Constantly question the purpose Seek your own answers Keep the overall goal and purpose in focus 6
  • 7.
    Lean Systems Program GuidingPrinciples 3) Ownership and Responsibility You are responsible for your work success Take pride in your work Ask: “What can we do something about - how can we improve our work?” 7
  • 8.
    Lean Systems Program GuidingPrinciples 3) Ownership and Responsibility Do not blame people Appreciate people When people detect problems, 8
  • 9.
    Lean Systems Program GuidingPrinciples 4) Visualization Make results and data visible Clarify problems for everyone to see Information is timely Data is understandable to the work group 9
  • 10.
    Lean Systems Program Anyvariation hints there is a problem: 4) Visualization Guiding Principles Why is variation happening? Variation in the workload Team member has trouble Equipment or parts vary Key Point: look for early indicators “near miss” thinking 10
  • 11.
    Lean Systems Program GuidingPrinciples 5) Judgment Based on Facts Without guessing or assuming Go and See at the work place, get out of the meeting room (Genchi Genbutsu) “Get Your Boots on!” Investigate 11
  • 12.
    Lean Systems Program GuidingPrinciples 6) Think and Act Persistently Think deeply Complete each step of problem solving process Don’t give up until results meet goal Good Process=Good Results! 12
  • 13.
    Lean Systems Program GuidingPrinciples 7) Speedy Action in a Timely Manner Be adaptable to the work process needs - take action quickly Keep at it until TRUE countermeasures are in place -that which if implemented prevents problem from returning If necessary, use TEMPORARY measures -when a problem occurs, take action quickly 13
  • 14.
    Lean Systems Program TemporaryMeasure Action to stop or contain the problem--can add necessary extra work to the process ( + $ / + / +  ) • When a problem occurs, take action quickly • Purpose is to contain the problem, not solve it 14
  • 15.
    Lean Systems Program TemporaryMeasure Example Problem Difference between “Temporary Measure" and “Countermeasures” (Countermeasure) shield limit switch from coolant Machine over travels Limit switch not activated (Fact) Why? (Temporary measure) Replace the limit switch Limit switch arm is Frozen (fact) Limit switch is in Coolant air flow Why ? Why? Prevents the recurrence Root Cause 15
  • 16.
    Lean Systems Program TemporaryMeasure Matrix Select the optimal containment action on the following criteria: – Simplicity – Minimal modification to current process – Time to implement Option 1 Option 2 Option 3 Simplicity 10 8 7 Modification 9 10 5 Time 10 9 7 29 27 17 Rate each option relative to each other for each criteria Sum the score and select the option with the highest score 16
  • 17.
    Lean Systems Program TemporaryMeasure Implementation Plan Problem Identified Temporary Identified Temporary Implemented Follow up Complete 17
  • 18.
    Lean Systems Program GuidingPrinciples 8) Thorough Communication Thoroughly and sincerely communicate Involve all stakeholders Japanese concept of “Nemawashi” 18
  • 19.
    Lean Systems Program •Find the problem • Fix the problem • Keep the problem from coming back Guiding Principles 19
  • 20.
    Lean Systems Program WhatDefines a problem in the 8 Step method? “No one has more trouble than the person who claims to have no trouble.” (Having no problems is the biggest problem of all.) by Taiichi Ohno Problems are the path toward improvement 20
  • 21.
    Lean Systems Program WhatDefines a problem in the 8 Step method? A problem is … The current situation gap to the standard = PROBLEM • Fact based • Discovery driven Standard Current Situation Gap = Problem 21
  • 22.
    Lean Systems Program WhatDefines a problem in the 8 Step Method? Non Value Added Work = Waste Waste is any factor which does not contribute to the process by adding value. The goal of Lean is to eliminate any factors which raise cost without adding value to the product. 22
  • 23.
  • 24.
    Lean Systems Program Wouldyou like to work in this place? What Defines a problem in the 8 Step Method? 24
  • 25.
    Lean Systems Program Information Charts Safety Glasses On AndonCord Ergo Aid Table Racks and Containers for Small Lot SOP After What Defines a problem in the 8 Step Method? 5-S Foot-printing Floor Scoreboard Andon Board Walking Aisle 25 See normal vs abnormal
  • 26.
    Lean Systems Program 8Step Process for Problem Solving 26 A C D P Step1. Clarify the Problem Step 2. Break Down the Problem Step 8. Standardize Successful Processes Step 7. Monitor Both Results and Processes Step 6. See Countermeasures Through Step 5. Develop Countermeasures Step 4. Root Cause Analysis Step 3. Target Setting
  • 27.
    Lean Systems Program Exampleof Problem A-3 Report 27 5 5 water leaks in the tail light area
  • 28.
    Lean Systems Program Exampleof Problem A-3 Report 28
  • 29.
    Lean Systems Program Step1) Clarify the Problem 8 Steps Proceedings Step 1. Clarify the Problem (1) Clarify the “Ultimate Goal” of your responsibilities & work (2) Clarify the “Standard” of your work (3) Clarify the “Current Situation” of your work (4) Visualize the gap between the “Current Situation” and the “Standard” 29
  • 30.
    Lean Systems Program WhatDefines a problem in the 8 Step method? Standard Current Situation Gap = Problem Ultimate Goal Important to the ultimate goal? What is the standard? Visualize (Make Explicit) 30
  • 31.
    Lean Systems Program Step1) Clarify the Problem .3 .1 .2 .5 .4 Aug Sep Oct Nov The Standard The Current Situation Defects Visualize the gap between the “Current Situation” and the “Standard” Problem Visualize the gap between the current situation and the standard 31
  • 32.
    Lean Systems Program Step1) Clarify the Problem Process1. Clarify the “Ultimate Goal” of your responsibilities & work To meet Production Plans My work & Responsibilities To provide customers with highly functional and high-quality cars at reasonable prices in a timely manner Ultimate Goal To meet customer demand My job’s purpose 32
  • 33.
    Lean Systems Program Example:Step 1 1. Clarify the Problem Ultimate Goal: Assure TMMK cars meet customer requirement for quality Standard: Zero audit defects from sealer area Current Situation: 7 water leaks on 7/28 15 10 5 0 7 Actual Standard Gap=7 0 33
  • 34.
    Lean Systems Program Example:Step 1 1. Clarify the Problem 100 80 60 40 20 0 2640 Current Standard Gap=(20%) 660 3300 100% 80% Ultimate Goal: TMs are compensated for work completed and paid timely and fairly Standard: 100% (3300) of TM’s paychecks are deposited error free Current Situation: 80% (2640) of TM’s paychecks are deposited error free 34
  • 35.
    Lean Systems Program Step2) Break Down the Problem Step 1. Clarify the problem (1) Clarify the “Ultimate Goal” of your responsibilities & work (2) Clarify the “Standard” of your work (3) Clarify the “Current Situation” of your work (4) Visualize the gap between the “Current Situation” and the “Standard” 8 Steps Proceedings Step 2. Break down the problem (1) Break down the problem (2) Identify the prioritized problem (3) Specify the point of occurrence by checking the process through GENCHI GENBUTSU 35
  • 36.
    Lean Systems Program Step2: Break Down the Problem • Formulating a clear, concise statement from your Gap • The statement describes the difference between the standard and current situation • During this step, break the large problem into smaller, more specific problems • If you can’t describe it, you can’t solve it! 36
  • 37.
    Lean Systems Program Step2) Break Down the Problem Problem Problem Problem Big Problem Problem Problem Problem Problem Problem Problem Problem What Where When Who Prioritized Problem Prioritized Problem at the Point of Occurrence (PoO) NOT Why! 37
  • 38.
    Lean Systems Program Step2) Break Down the Problem Narrow the problem sufficiently Classify and quantify Priority decision: tackle the biggest impact problem FIRST 1 in Mohican 5 Tail light 1 side Many water leaks in the tail light Process 1 on Avalon 6 on Camry Vehicle Type 7 Water leaks Prioritized Problem 38
  • 39.
    Lean Systems Program Step2) Break Down the Problem Division points to break down the problem (classify) ▪By region ▪By age ▪By vehicle model ▪By gender ▪By month ▪By vehicle type etc. Car sales not meeting the target Not achieving cost targets  By department (group)  By process  By equipment  By expenditure type  By month  By types of cutting tools, etc. 39
  • 40.
    Lean Systems Program Left Right Roof Hood Trunk Step2: Break Down the Problem 3% increase in SCRATCHES found on vehicle at Final Inspection 80% Window Frame 15% Door Handle 5 % Side Pnl Prioritized Problem Left=95% Right=5% Roof=0% Hood=0% Trunk=0% Frt Door= 80% RR Door= 15% Fender=0% Qtr Pnl= 5% 40 Classify And Quantify
  • 41.
    Lean Systems Program 8Step Problem Solving (Locate Point of Occurrence) • The point of occurrence (PoO) is the actual work element at the physical location where the problem is first seen • For example, walk the line back. Check each work station, until you arrive at the station where the problem is no longer seen 41
  • 42.
    Set seat to car Align seat to rail Set seat tocar Pick seat from back w/carrier PoO 42 Locate Point of Occurrence (PoO) Interior Mutilations Scuffed (7) (15) Scuffed (4) Scuffed (4) Center Console Headliner Kick Plate Prioritized Problem Direction of Assembly Line Start to walk line back 1 2 3 4 5 Center Console Install Seat Install Center pillar garnish install Window install CSA Process # Standard Work of Seat Install
  • 43.
    Lean Systems Program Step2) Break Down the Problem Why is Point of Occurrence important? For efficient use of time & effort Prioritized Problem at the Point of Occurrence Where is Point of Occurrence? 43
  • 44.
    Lean Systems Program Howto Proceed with Step Two 44 Big Gap Problem #=x # # # # # # # PP Focus Process PoO # # 1st Action List all possible breakdown classifications 2nd Action Select highest potential classifications to pursue and quantify 3rd Action Find the PoO at the process work element level (standard work step) Work Elements
  • 45.
    Lean Systems Program Goand See Investigation for Point of Occurrence 1) Floor Brush--Finish lower seam on end panel 2) Engine Room Finish--Finsh the area just above and below the tail light Point of Occurrence 2. Break Down the Problem Engine Room FloorBrush Trunk Brush 2nd Application Engine Room Finish 1st Application FinishRear Hood Finish Mirror Plate Finish Upperend panel FinishSide tail light Finish below tail light FinishHood Corner 1 in Mohican 5 Tail light 1 side Many water leaks in the tail light Process 1 on Avalon 6 on Camry Vehicle Type 7 Water leaks Example: Step 2 Point of Occurrence (PoO) Processes Standard Work Prioritized Problem 45
  • 46.
    Lean Systems Program Example:Step 2 2. Break Down the Problem 20% (660/3300) manual checks being issued Group Leader Error 35% (231/660) Other 23% (151/660) Salary Continuation 42% (277/660) STD Not Paid 30% (83/277) FMLA PTO Not Paid 70% (193/277) Time Execution 61% (142/231) Other 39% (90/231) Prioritized Problem T/M obtains FMLA form FMLA Process Flow T/M submits form to TMR by deadline TMR reviews form - submits by deadline Payroll system updated by deadline T/M received paycheck with correct amount Point of Occurrence (POO) Problem: FMLA paperwork is not received from TMR by the payroll deadline. 46
  • 47.
    Lean Systems Program Step3. Set a target (1) Make a commitment (2) Set measurable, concrete and challenging targets Step 3) Set a Target (1) Break down the problem (2) Identify the prioritized problem (3) Specify the point of occurrence by checking the process through GENCHI GENBUTSU Step 1. Clarify the problem Step 2. Break down the problem (1) Clarify the “Ultimate Goal” of your responsibilities & work (2) Clarify the “Standard” of your work (3) Clarify the “Current Situation” of your work (4) Visualize the gap between the “Current Situation” and the “Standard” 8 Steps Proceedings 47
  • 48.
    Lean Systems Program AllEmployees will participate in cost reduction activities Step 3) Set a Target 1. Do not merely write down “what to do” as a target The cost of food will be reduced 15% within this calendar year What How much When 48
  • 49.
    Lean Systems Program Planningthe rotation What How much When Step 3) Set a Target 2. Do not set up the method as a target All employees will perform 5 evaluations per employee by March end 49
  • 50.
    Lean Systems Program Step3) Set a Target Standard Current Situation Big Problem <STEP1> Prioritized Problem Problem Problem Problem Point of Occurrence <STEP2> <STEP3> Target 50
  • 51.
    Lean Systems Program Step3: Set a Target Improvement in KAIZEN mind Improvement in teamwork All employees can find the 5 common body surface defects by June 30 100% participation rate for safety activity by July 31 5 or more suggestions per employee by December 31 Improvement of skills 51
  • 52.
    Lean Systems Program Example:Step 3 3. Target Setting Target: Eliminate 5 tail light area water leaks on Camry by 7/29 52
  • 53.
    Lean Systems Program Example:Step 3 3. Target Setting Target: Eliminate 100% late submissions of FMLA forms to meet payroll deadline by March 2009. (193 of 660 total gap) 53
  • 54.
    Lean Systems Program Examplethrough Steps 1, 2, & 3 54
  • 55.
    Example through Steps1, 2, & 3 1. Clarify the Problem 3. Target Setting 2. Break Down the Problem 100 80 60 40 20 0 2640 Current Standard Gap=(20%) 660 3300 100% 80% Ultimate Goal: TMs are compensated for work completed and paid timely and fairly Standard: 100% (3300) of TM’s paychecks are deposited error free Current Situation: 80% (2640) of TM’s paychecks are deposited error free Target: Eliminate 100% late submissions of FMLA forms to meet payroll deadline by March 2009. (193 of 660 total gap) 20% (660/3300) manual checks being issued Group Leader Error 35% (231/660) Other 23% (151/660) Salary Continuation 42% (277/660) STD Not Paid 30% (83/277) FMLA PTO Not Paid 70% (193/277) Time Execution 61% (142/231) Other 39% (90/231) Prioritized Problem T/M obtains FMLA form FMLA Process Flow T/M submits form to TMR by deadline TMR reviews form - submits by deadline Payroll system updated by deadline T/M received paycheck with correct amount Point of Occurrence (POO) Problem: FMLA paperwork is not received from TMR by the payroll deadline. 55
  • 56.
    Lean Systems Program Step4. Analyze the Root Cause 1) Examine the Point of Occurrence and think of possible causes without prejudice (2) Gather facts through GENCHI GENBUTSU and keep asking “Why?” (3) Specify the root cause Step 4) Analyze the Root Cause (1) Make a commitment (2) Set measurable, concrete and challenging targets Step 3. Set a target 8 Steps Proceedings (1) Break down the problem (2) Identify the prioritized problem (3) Specify the point of occurrence by checking the process through GENCHI GENBUTSU Step 1. Clarify the problem Step 2. Break down the problem (1) Clarify the “Ultimate Goal” of your responsibilities & work (2) Clarify the “Standard” of your work (3) Clarify the “Current Situation” of your work (4) Visualize the gap between the “Current Situation” and the “Standard” 56
  • 57.
    Lean Systems Program Step4) Analyze the Root Cause Prioritized Problem at the Point of Occurrence Possible cause Possible cause Possible cause Possible cause Think of all meaningful possible causes Not a fact Not a fact Not a fact Fact Repeat Possible cause Possible cause Possible cause Not a fact Not a fact Fact Possible cause Possible cause Not a fact Fact Root cause Time for WHY Go and See to confirm 57 Idle vs. informed brainstorming
  • 58.
    Lean Systems Program Step4) Analyze the Root Cause 1) Confirm the situation at the point of occurrence – Investigate the potential cause efficiently – Problem occurs continuously or erratically? – Problem occurs in repeatable cycles? – Look at “connecting points” between processes – Ask: “What has changed?” 58
  • 59.
    Lean Systems Program 2)Without any prejudice Highly skilled employee, so can’t be the cause Always been this way, so can’t be the cause I just do/don’t feel this could be the cause Step 4) Analyze the Root Cause Experiences and intuition are important, but do not analyze root cause without thinking deeply 59
  • 60.
    Lean Systems Program Environment Method Material Machine Man(Human) Step 4) Analyze the Root Cause 3) Use “4M1E” to think about possible causes 60
  • 61.
    Lean Systems Program Step4) Analyze the Root Cause Standard work being followed? Man (Human): RPMs correct? Machine: Correct compound? Material: Polishing standard correct? Method: Work place temperature correct? Environment: (Example) Bad polishing of painted parts 61
  • 62.
    Lean Systems Program Step4) Analyze the Root Cause Example : Hand was caught in the clamp (Why?) (Why?) Hand was under the clamp The clamp moved T/M was in a hurry, turned on the switch, then tried to adjust part after part had shifted Simply describe the facts 62
  • 63.
    Lean Systems Program Why? Afuse in the robot has blown. Why? Circuit overloaded. Why? The bearings have damaged one another and locked up. Why? There was insufficient lubrication on the bearings. Why? Oil pump on robot is not circulating sufficient oil. Why? Pump intake is clogged with metal shavings. Why? No filter on pump intake (as designed) Root Cause Step 4) Analyze the Root Cause Example: Welding robot stops in the middle of its operation. 63
  • 64.
    64 How to Proceedwith Step 4 Action Items Do These Things Item 1 Brainstorm possible causes Think of all meaningful possible causes Use best brainstorming • Fast paced • Time limited • Don’t stop to discuss • Everyone participates Narrow the list (combine/eliminate) to select possible causes Item 2 Get input from job performers Go to work area or bring key people to classroom start with prioritized problem at point of occurrence Show the narrowed list of possible causes Ask: are these real/factual? What are other causes? Item 3 Select the most likely cause Decide which is factual and within your control Ask why the selected most likely cause is chosen Repeat at each level until arriving at root cause – make “decision tree” Item 4 Create “why chain” apply “therefore test” Transfer results from “decision tree” into “5 Why chain” Check logic with “therefore test” Repeat/do over until logic flow is clear to the root cause Two Products for Presenting Step 4 1. Root cause decision tree (result of brainstorming); be able to explain what was ruled out as well as what was selected 2. “5 Why Chain,” root cause clearly labeled, with “therefore test” (see slides 63 & 64)
  • 65.
    Lean Systems Program Examplethrough Step 4 Step 4) Analyze the Root Cause Waterleaks on the left side tail light T/M leaving gaps in finish T/M not turning spatula into the seam T/M not instructed in proper angle of finish when trained No specification in STW for proper spatula angle when finishing ROOT CAUSE 4. RootCause Analysis *Apply the “therefore” test to check thinking 65 5 water leaks in the tail light area
  • 66.
    Lean Systems Program Examplethrough Step 4 Step 4) Analyze the Root Cause *Apply the “therefore” test to check thinking 4. Root Cause Analysis FMLA paperwork is not received from TMR by the payroll deadline Form doesn't pass review Form was submitted incorrectly Part "D" not complete T/M thought HR was to complete Instructions not clear in Part "D" 66
  • 67.
    Lean Systems Program Step5. Develop countermeasures (1) Develop as many potential countermeasures as possible (2) Select the highest value added countermeasures (3) Build consensus with others (4) Develop a clear and detailed action-plan (1) Examine the point of occurrence and think of possible causes without prejudice (2) Gather facts through GENCHI GENBUTSU and keep asking “Why?” (3) Specify the root cause Step 4. Analyze the root cause Step 5) Develop Countermeasures 8 Steps Proceedings (1) Make a commitment (2) Set measurable, concrete and challenging targets Step 3. Set a target (1) Break down the problem (2) Identify the prioritized problem (3) Specify the point of occurrence by checking the process through GENCHI GENBUTSU Step 1. Clarify the problem Step 2. Break down the problem (1) Clarify the “Ultimate Goal” of your responsibilities & work (2) Clarify the “Standard” of your work (3) Clarify the “Current Situation” of your work (4) Visualize the gap between the “Current Situation” and the “Standard” 67
  • 68.
    Lean Systems Program Step5) Develop Countermeasures Root Cause Countermeasure Countermeasure Countermeasure Countermeasure Countermeasure Countermeasure Countermeasure Countermeasure with the highest value-added Procedure for developing countermeasures 68
  • 69.
    Lean Systems Program Step5) Develop Countermeasures Develop as many potential countermeasures as possible • Think: “what will eliminate the Root Cause” • Don’t deny potential countermeasures with preconceived ideas • Key points when developing ideas • Clarify the variables/conditions • What can I change? Get advice from others • Are there any previously developed (and effective) countermeasures 69
  • 70.
    Lean Systems Program Step5) Develop Countermeasures [Root cause] The pallet storage area is not large enough Develop as many potential countermeasures as possible Move to a more spacious place Where Make more space by tidying up pallets How Make more space by making pallet shape more compact What When Potential Countermeasure Perspective Reduce number of pallets by changing conveyance timing 70
  • 71.
    Lean Systems Program Step5) Develop Countermeasures Select the highest value added Countermeasures Evaluate all potential Countermeasures 71 Consider Question Effectiveness Does it truly eliminate the Root Cause? Does it meet the Target? Cost/Manpower Does it consider cost and time ? Does it consider the number of people required to implement/sustain Risk What are the risks when implementing Safety? Quality? Workability? What is the impact on previous or following work processes?
  • 72.
    Lean Systems Program Step5) Develop Countermeasures Make an evaluation matrix: Countermeasure for assembling mismatched parts Confirm the facts by interviewing related people and departments Select the highest value-added Countermeasures Technical difficulty Quality problem Safety problem Workability Problems to other processes Change parts color Change parts shape Change sequence of operation Overall judgment Cost / Man-hour Risk Expected effort Options Factors X X X X X X Good Acceptable NG Optimal 72
  • 73.
    Lean Systems Program Buildconsensus with others Present to management for approval to go forward— A-3 format is a standardized and efficient tool • Explain and discuss plans with all relevant parties • Set up a cross functional committee • Organize the meeting to present the analysis & ideas • Hold update meetings to share latest info/progress Note: thru Process step 5, planning phase is completed Step 5) Develop Countermeasures 73
  • 74.
    Lean Systems Program Step5) Develop Countermeasures (Example)Action Plan Determine the best color for parts per model Action items Prepare trial parts A B August September 1W 2W 3W 4W 1W 2W 3W 4W 1W 2W 3W Discuss color Discuss and decide in a team meeting Request to prepare Confirm test results Report to managers Test by using trial parts Operator July Clarify the roles and responsibilities of people and departments involved Clarify the schedule and order of actions to implement Develop a clear and detailed action-plan When creating the action-plan, be sure to clearly identify the four W’s of the countermeasures Who – What – Where – When? 74
  • 75.
    Lean Systems Program Example:Step 5 Make a Plan 75
  • 76.
    Lean Systems Program Example:Step 5 5. Countermeasure Options & Evaluation Effectiveness X O Budget O O O O Speed O O O Quality X O Overall Assessment X O Comments -Create awareness of enhancement -Help T/Ms who review board -Not helpful at home -Would document enhancement as new standard -Dependent on T/M reading it -Verbally communicate the enhancement -Cannot ensure that T/M will remember the instructions if not written down -Would document enhancement as new Standard while confirming the instructions Options Post clearer instructions on T/M board Update instructions on form Have TMR instruct T/M Update instructions on form along with TMR communications 76
  • 77.
    Lean Systems Program Step6) See Countermeasures Through (1) Develop as many potential countermeasures as possible (2) Narrow down the countermeasures to the most practical and effective (3) Build consensus with others (4) Develop a clear and detailed action-plan Step 5. Develop countermeasures 8 Steps Proceedings (1) Examine the point of occurrence and think of possible causes without prejudice (2) Gather facts through GENCHI GENBUTSU and keep asking “Why?” (3) Specify the root cause Step 4. Analyze the root cause (1) Make a commitment (2) Set measurable, concrete and challenging targets Step 3. Set a target (1) Break down the problem (2) Identify the prioritized problem (3) Specify the point of occurrence by checking the process through GENCHI GENBUTSU Step 1. Clarify the problem Step 2. Break down the problem (1) Clarify the “Ultimate Goal” of your responsibilities & work (2) Clarify the “Standard” of your work (3) Clarify the “Current Situation” of your work (4) Visualize the gap between the “Current Situation” and the “Standard” 77
  • 78.
    Lean Systems Program Step6) See Countermeasures Through 8 Steps Proceedings Step 6. See countermeasures through (1) With all members united, implement countermeasures with speed and persistence (2) Share information with others by informing, reporting and consulting (3) Never give up, and proceed to the next step quickly 78
  • 79.
    Lean Systems Program Step6) See Countermeasures Through Prompt response from the team Be persistent Never give up and act persistently Speedy action together as a team Timely reporting, informing, consulting Proper checking 79
  • 80.
    Lean Systems Program Step6) See Countermeasures Through Implement Countermeasures with speed and Persistence after consensus (Nemawashi) building 80 1) Concentrate efforts 2) Check progress regularly “On-the-floor” standup at the progress boards — relate to “jishuken” room
  • 81.
    Lean Systems Program Step6) See Countermeasures Through Share information with others by informing , reporting and consulting • Share bad news quickly •Contingency plans for unforeseen risks/events 81
  • 82.
    Lean Systems Program Step6) See Countermeasures Through Never give up. If you cannot achieve the expected results, try other countermeasure ideas 82 1.Planned trial and error is OK 2.Loop back in process if problem develops 3.Importance of the culture—keep going, don’t pull the plug 4.Correct process = good results!!
  • 83.
    Lean Systems Program Example:Step 6 Countermeasure Plan - Train T/M's in correct spatula angle Who When Status T/L 7/28 100% T/L 7/29 100% T/L 7/30&31 100% T/L 8/3 100% T/L 7/30 100% Train T/M's Check for 3 Shifts What Rewrite Standard Work Develop SWES with Key Points Remove Temp Action 6. See Countermeasure Through 7. MonitorBoth Results and Processes Additional tracking method - 25% Complete 50% Complete 75% Complete 100%Complete 83 Develop Standard Work Key Points
  • 84.
    Lean Systems Program Example:Step 6 6. Action Plan 84 Item (What) (When) Resp (Who) Timing W1 W2 W3 W4 W5 W6 W7 W8 Draft form with clearer instructions TH Sample T/M response; revise as needed TH Consensus/Approval throughout HR RK Coordinate communication method with TMR and roll out SE Progress Checks BJ
  • 85.
    Lean Systems Program Step7) Evaluate Both Results and Processes 8 Steps Proceedings (1) Develop as many potential countermeasures as possible (2) Narrow down the countermeasures to the most practical and effective (3) Build consensus with others (4) Develop a clear and detailed action-plan Step 5. Develop countermeasures (1) Examine the point of occurrence and think of possible causes without prejudice (2) Gather facts through GENCHI GENBUTSU and keep asking “Why?” (3) Specify the root cause Step 4. Analyze the root cause (1) Make a commitment (2) Set measurable, concrete and challenging targets Step 3. Set a target (1) Break down the problem (2) Identify the prioritized problem (3) Specify the point of occurrence by checking the process through GENCHI GENBUTSU Step 1. Clarify the problem Step 2. Break down the problem (1) Clarify the “Ultimate Goal” of your responsibilities & work (2) Clarify the “Standard” of your work (3) Clarify the “Current Situation” of your work (4) Visualize the gap between the “Current Situation” and the “Standard” 85
  • 86.
    Lean Systems Program (1)With all members united, implement countermeasures with speed and persistence (2) Share information with others by informing, reporting and consulting (3) Never give up, and proceed to the next step quickly Step 6. See countermeasures through Step 7) Evaluate Both Results and Processes 8 Steps Proceedings Step 7. Evaluate both results and processes (1) Evaluate the results and the processes, and share it with members involved (2) Evaluate from three key perspectives: customer’s, 8 step’s, and your own (3) Understand the reasons of success and failure 86
  • 87.
    Lean Systems Program Step7) Evaluate Both Results and Processes Did the results and processes achieve the target? Customer’s Perspective 8 Step ’s Perspective Your Own Perspective Evaluation Evaluation Evaluation What was the result? What was the process? ～Evaluate both results and processes and learn from both success and failure ～ 87
  • 88.
    Lean Systems Program Step7) Evaluate Both Results and Processes Result Target Result Target Not Achieved Evaluate whether or not the target was achieved 1) Evaluate the results Evaluate results and processes, and share it with stakeholders Target Achieved 88
  • 89.
    Lean Systems Program Step7) Evaluate Both Results and Processes 2) Evaluate the process for achieving the results What was most effective? Evaluate results and process, and share it with stakeholders Did we follow the Problem solving 8 steps completely? Did we analyze the true root cause? Machine modification Change the order of processes Change Material 89
  • 90.
    Lean Systems Program Step7) Evaluate Both Results and Processes 3) Confirm positive and negative effects Repair hours Achieved target Positive effects Negative effects Evaluate results and processes, and share it with stakeholders Cost for machine modification 90
  • 91.
    Lean Systems Program Example:Step 7 91 7/31 8/2 7/30 8/3 0 defects 0 defects 8/1 0 defects 0 defects Tail Light Water Leak Tracking 0 defects 0 defects 7/28 7/29 5 defects 7. Monitor Both Results and Processes 7/28 7/29 7/30 7/31 8/1 8/2 8/3 10 8 6 4 2 0 # of defects Date Remove Temp Action Tail Light Water Leaks
  • 92.
    Lean Systems Program Example:Step 7 7. Monitor Both Results and Processes Number of FMLA forms from TMR not meeting payroll deadline 193 100 98 20 19 6 0 0 50 100 150 200 250 April W1 W2 W3 W4 May W1 W2 W3 92 Step 7 Expectation Develop a tracking chart or graph (make the standard/target easy to see • What data is needed? • Where do we get the data? • What is the required time period? • Who will collect and summarize data?
  • 93.
    Lean Systems Program Step8) Standardize Successful Processes 8 Steps Proceedings (1) Develop as many potential countermeasures as possible (2) Narrow down the countermeasures to the most practical and effective (3) Build consensus with others (4) Develop a clear and detailed action-plan Step 5. Develop countermeasures (1) Examine the point of occurrence and think of possible causes without prejudice (2) Gather facts through GENCHI GENBUTSU and keep asking “Why?” (3) Specify the root cause Step 4. Analyze the root cause (1) Make a commitment (2) Set measurable, concrete and challenging targets Step 3. Set a target (1) Break down the problem (2) Identify the prioritized problem (3) Specify the point of occurrence by checking the process through GENCHI GENBUTSU Step 1. Clarify the problem Step 2. Break down the problem (1) Clarify the “Ultimate Goal” of your responsibilities & work (2) Clarify the “Standard” of your work (3) Clarify the “Current Situation” of your work (4) Visualize the gap between the “Current Situation” and the “Standard” 93
  • 94.
    Lean Systems Program Step8) Standardize Successful Processes Step 7. Evaluate both results and processes (1)Evaluate the results and the processes, and share it with members involved (2)Evaluate from three key perspectives: customer’s, 8 step’s, and your own (3)Understand the reasons of success and failure 8 Steps Proceedings Step 8. Standardize successful processes (1) Set successful processes as new standard (2) Share the new standard (YOKOTEN) (3) Start the next round of KAIZEN (1) With all members united, implement countermeasures with speed and persistence (2) Share information with others by informing, reporting and consulting (3) Never give up, and proceed to the next step quickly Step 6. See countermeasures through 94
  • 95.
    Lean Systems Program Step8) Standardize Successful Processes Procedure for Standardizing successful processes Standardization Success Implementation YOKOTEN Overall Company Own work area standard KAIZEN YOKOTEN YOKOTEN KAIZEN KAIZEN Standardization Standardization (1) Successful processes as new standard (2) Share the new standard (YOKOTEN) (3) Start the next round of KAIZEN 95
  • 96.
    Lean Systems Program <Examples of standardization > Forms Manual Checklists Flow-chart Anyone, anytime, without muda, mura, or muri can implement the method/standard Set successful process changes as new Standards Step 8) Standardize Successful Processes 96
  • 97.
    Lean Systems Program Step8) Standardize Successful Processes <Examples of YOKOTEN> To opposite shift Meeting Hard copy or Electronic Circulation Share the new Standard ( YOKOTEN) 97
  • 98.
    Lean Systems Program Step8) Standardize Successful Processes Process 3. Start the next round of KAIZEN KAIZEN KAIZEN KAIZEN Kaizen Standardize Solve one problem Repetition of problem solving Process to get best result 98
  • 99.
    Lean Systems Program Example:Step 8 Yokoten: Contact other NAMC's to confirm no problem Follow-up: Have Pilot add special check for finish angle in Standardized work development 8. Standardize SuccessfulProcesses 99
  • 100.
    Lean Systems Program Example:Step 8 8. Standardize Successful Processes Document reason for adding additional instructions to form Standardize electronic form in database with revision date Yokoten: Share the new form with other NAMC's by June 30 100
  • 101.
    Lean Systems Program Example:Steps 1-8 101 5 5 water leaks in the tail light area
  • 102.
  • 103.
    Lean Systems Program The8 Step Process… A systematic pattern of work that integrates the wisdom of all “team members” resulting in continual growth and increased job satisfaction Summary 103
  • 104.
    Lean Systems Program ContactInformation Lean Systems Program College of Engineering University of Kentucky 220 Robotics Bldg. Lexington, KY 40506-0108 Phone: 859-257-4886 Fax: 859-323-1035 Email: sdunn@engr.uky.edu www.lean.uky.edu © Copyright 1994-2015 University of Kentucky/Toyota Motor Engineering & Manufacturing North America, Inc. (TEMA) All Rights Reserved Rev. 07/13 104