This document provides an introduction to systematic problem solving using the 8D method. It discusses the purpose and content of the training, which is to teach participants a disciplined problem solving approach. The training schedule is outlined, which includes exercises to apply the 5 pillars of 5S: Sort, Set in Order, Shine, Standardize, and Sustain. Types of problems are defined, including sporadic versus chronic problems. The 8D problem solving model is introduced, which follows a plan-do-check-act cycle. Key aspects of systematic problem solving such as defining the problem, understanding root causes, using data and tools, and preventing recurrences are also outlined.
Global 8D Problem Solving Process Training ModuleFrank-G. Adler
The 8D Problem Solving Process Training Module v8.0 includes:
1. MS PowerPoint Presentation including 206 slides covering the Global 8D Problem Solving Process & Tools, a Case Study, and 7 Workshop Exercises.
2. MS Word Problem Solving Process Case Study
3. MS Excel 8D Problem Solving Process Worksheet Template
4. MS Excel Process Variables Map Template, Process FMEA Template, and Process Control Plan Template
5. MS Word 8D Problem Solving Process Report Template
Basic 8D Problem Solving Tools & Methods - Part 2Tony Alvarez
I've taught many workshops on basic problem solving over the years at various companies. This 3 part presentation collects tools and methods that I've found useful and that most people tend to be able to put into practice quickly. Problem solving is ground that has been covered by many people many times in the past and this presentation builds on that work, incorporates my experience and hopefully integrates it in a way that provides some new insights. This is the 2nd of a 3 part presentation.
Global 8D Problem Solving Process Training ModuleFrank-G. Adler
The 8D Problem Solving Process Training Module v8.0 includes:
1. MS PowerPoint Presentation including 206 slides covering the Global 8D Problem Solving Process & Tools, a Case Study, and 7 Workshop Exercises.
2. MS Word Problem Solving Process Case Study
3. MS Excel 8D Problem Solving Process Worksheet Template
4. MS Excel Process Variables Map Template, Process FMEA Template, and Process Control Plan Template
5. MS Word 8D Problem Solving Process Report Template
Basic 8D Problem Solving Tools & Methods - Part 2Tony Alvarez
I've taught many workshops on basic problem solving over the years at various companies. This 3 part presentation collects tools and methods that I've found useful and that most people tend to be able to put into practice quickly. Problem solving is ground that has been covered by many people many times in the past and this presentation builds on that work, incorporates my experience and hopefully integrates it in a way that provides some new insights. This is the 2nd of a 3 part presentation.
Basic 8D Problem Solving Tools & Methods - Part 1Tony Alvarez
I've taught many workshops on basic problem solving over the years at various companies. This 3 part presentation collects tools and methods that I've found useful and that most people tend to be able to put into practice quickly. Problem solving is ground that has been covered by many people many times in the past and this presentation builds on that work, incorporates my experience and hopefully integrates it in a way that provides some new insights. This is the 1st of a 3 part presentation.
8D Training, Eight Disciplines Training : Tonex TrainingBryan Len
8D Training, Eight Disciplines Training
8D Training covers the eight disciplines (8D) model used in advanced problem solving. 8D training covers the approach typically employed by quality engineers to identify, correct, and eliminate recurring problems as part of product and process improvement:
8D approach establishes a permanent corrective action based on statistical analysis of the problem
8D focuses on the origin of the problem by determining its root causes
It is comprised by eight stages, or disciplines
8D is a structured corrective action process; 8D stands for the Eight Disciplines of Problem Solving
Root Cause Analysis(RCA) is an integral part of the 8D process
8D Training Objectives:
Upon completion of the 8D Training Course, the attendees are able to:
Define what 8D is
Demonstrate and apply 8D Problem Solving Process
Illustrate 8D Problem Solving Process by a diagram
Understand Root Cause Analysis and 5 Why’s applied to 8D
Apply 8D Eight Disciplines to problem solving
Become familiar with the 8D steps
Become more proficient at Root Cause Analysis using 5 Why’s
Learn about 8D checklist and best practices
Learn about How 8D aligns with SAE AS13000: Problem Solving Requirements for Suppliers
8D Training Course Outlines:
Learn and work with the 8 disciplines in 8D Training. Upon completion of the 8D Training Course, the attendees will learn about:
Introduction to 8D
D0: prepare and Plan
D1: Use a team
D2: Define and describe the problem
D3: Develop interim containment plan
D4: Determine, identify, and verify root causes
D5: Choose and verify permanent corrections
D6: Implement and validate corrective actions
D7: Take preventive measures
D8: Congratulate your team
Hands-on Activities
Request more information. Visit Tonex website link below and learn more about 8d training eight disciplines training
https://www.tonex.com/training-courses/8d-training-eight-disciplines-training/
Root Cause Analysis - Tools, Tips and Tricks to Get to the Bottom of Root CauseCraig Thornton
This webinar discusses and investigates how to conduct root cause analysis. Root cause analysis is something that companies really struggle with. There will be plenty of practical advice in the webinar to help with you understand the concepts and the tools.
If you would like to watch the recording of this webinar then copy and paste the below link into your web browser:
http://www.mangolive.com/blog-mango/root-cause-analysis-tools-webinar
The 8 Disciplines (8D) Problem Solving Poster describes the eight steps of problem solving. The process is applicable to automative, manufacturing and service organizations.
The poster comes in two themes: color and monochrome. Formatted in PDF and in editable PPTX, the poster can be easily printed on an A3 or A4-sized paper from an office copier machine and displayed on employee workstations, or distributed together with your workshop handouts.
The 8D Problem Solving Poster complements the '8D Problem Solving Technique & Tools' training presentation materials. It serves as a takeaway and summary of your problem solving presentation.
A problem is a deviation from a standard, i.e., a difference between what should be happening and what is actually happening. The 8D Problem Solving Poster describes the eight steps of problem solving as follow:
D0: Plan
D1: Initiate Project Team
D2: Define the Problem
D3: Implement Containment Actions
D4: Identify Root Causes
D5: Develop & Verify Solution
D6: Implement Corrective Actions
D7: Prevent Recurrence
D8: Recognize the Team
This Template is created for helping the quality or continuous improvement professionals to generate a step by step problem solving report, which include the guidance on each steps in a 8D process, also include the templates of popular quality tools such as 5-Why and Fishbone Diagram.
想学习六西格玛?可以看看ucourse.org的网上课程。
http://ucourse.org/ssgb
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/the-global-8d-problem-solving-process/
“If I had an hour to save the world I would spend 59 minutes defining the problem and one minute finding solutions .” – Albert Einstein
The 8D (Eight Disciplines) Problem Solving Process is a team oriented and structured problem solving methodology that is mainly used to identify, correct and eliminate recurring problems.
The 8D Problem Solving Process focuses on the origin of the problem by determining root causes and establishes corrective and preventive actions.
The U.S. government first standardized the 8D Problem Solving Process during the Second World War, referring to it as Military Standard 1520. It was later popularized by the Ford Motor Company in the ‘60s and ‘70s.
Today, the 8D Problem Solving Process has become a standard in many industries as problem solving or improvement process, as internal Corrective Action Request (CAR) Process or as Supplier Corrective Action Request (SCAR) Process. The 8D Problem Solving Process can be an integral part of an Operational and Process Excellence initiative.
The benefits of a systematic Problem Solving Process are obvious.
• Create a shared understanding about how to systematically solve problems.
• Strengthen cross-functional teamwork, problem solving and collaboration capabilities.
• Reduce defects, lead times and costs through effective problem solving.
• Identify the underlying root cause(s) by applying effective problem solving tools.
• Develop effective process controls to prevent recurrence of known problems.
• Establish a systematic documentation of the Problem Solving Process.
The 8D Problem Solving Process follows a systematic methodology using eight step or disciplines.
ABOUT THE TRAINING PROGRAM :-
Root cause analysis (RCA) is a class of problem solving methods aimed at identifying the root causes of problems or events. The practice of RCA is predicated on the belief that problems are best solved by attempting to address, correct or eliminate root causes, as opposed to merely addressing the immediately obvious symptoms. By directing corrective measures at root causes, it is more probable that problem recurrence will be prevented.
DESIGNED FOR :-
Managers, Engineers, Supervisor and officers engaged in maintenance operation and engineering activities.
OBJECTIVE :-
At the end of the training program, participants will be able
- To gain a basic understanding of the problem solving and decision-making process and the applicable quality tools that support this process.
- To develop specific competencies to use the structured approach to problem solving and decision making and the supporting quality tools.
TRAINING PROGRAM COVERAGE :-
- Basic knowledge about RCA program.
- What are the RCA tools ?
- More about Why- Why analysis ?
- Videos and case studies on RCA
[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
The 8D (Eight Disciplines) approach is a systematic problem solving process. Popularized by Ford, the 8D process integrates best practices from various problem-solving methods and is now a standard in the automotive industry. The 8D problem solving process has proven to be highly effective in product and process improvement.
Following the logic of the PDCA cycle, the 8D process enables problem solving teams to identify root causes, develop proper actions to eliminate root causes, and implement permanent corrective action to prevent recurrence. It includes key analytical tools such as Is/Is Not Analysis and Root Cause Analysis using 5 Whys and the Fishbone Diagram.
This highly detailed training presentation will help you to teach employees in your company or organization to better understand team dynamics and solve problems using a disciplined approach.
LEARNING OBJECTIVES
1. Acquire knowledge of key concepts and principles in 8D problem solving.
2. Understand team-based problem solving dynamics and define roles within the 8D problem-solving team.
3. Familiarize yourself with the step-by-step 8D problem-solving process and the use of analytical tools.
4. Gain practical insights for achieving success in 8D problem solving.
CONTENTS
1. Key Concepts and Principles
2. Team-based Approach & Roles
3. 8D Problem Solving Process
4. Analytical Tools in 8D
5. Practical Tips for Success
Basic 8D Problem Solving Tools & Methods - Part 1Tony Alvarez
I've taught many workshops on basic problem solving over the years at various companies. This 3 part presentation collects tools and methods that I've found useful and that most people tend to be able to put into practice quickly. Problem solving is ground that has been covered by many people many times in the past and this presentation builds on that work, incorporates my experience and hopefully integrates it in a way that provides some new insights. This is the 1st of a 3 part presentation.
8D Training, Eight Disciplines Training : Tonex TrainingBryan Len
8D Training, Eight Disciplines Training
8D Training covers the eight disciplines (8D) model used in advanced problem solving. 8D training covers the approach typically employed by quality engineers to identify, correct, and eliminate recurring problems as part of product and process improvement:
8D approach establishes a permanent corrective action based on statistical analysis of the problem
8D focuses on the origin of the problem by determining its root causes
It is comprised by eight stages, or disciplines
8D is a structured corrective action process; 8D stands for the Eight Disciplines of Problem Solving
Root Cause Analysis(RCA) is an integral part of the 8D process
8D Training Objectives:
Upon completion of the 8D Training Course, the attendees are able to:
Define what 8D is
Demonstrate and apply 8D Problem Solving Process
Illustrate 8D Problem Solving Process by a diagram
Understand Root Cause Analysis and 5 Why’s applied to 8D
Apply 8D Eight Disciplines to problem solving
Become familiar with the 8D steps
Become more proficient at Root Cause Analysis using 5 Why’s
Learn about 8D checklist and best practices
Learn about How 8D aligns with SAE AS13000: Problem Solving Requirements for Suppliers
8D Training Course Outlines:
Learn and work with the 8 disciplines in 8D Training. Upon completion of the 8D Training Course, the attendees will learn about:
Introduction to 8D
D0: prepare and Plan
D1: Use a team
D2: Define and describe the problem
D3: Develop interim containment plan
D4: Determine, identify, and verify root causes
D5: Choose and verify permanent corrections
D6: Implement and validate corrective actions
D7: Take preventive measures
D8: Congratulate your team
Hands-on Activities
Request more information. Visit Tonex website link below and learn more about 8d training eight disciplines training
https://www.tonex.com/training-courses/8d-training-eight-disciplines-training/
Root Cause Analysis - Tools, Tips and Tricks to Get to the Bottom of Root CauseCraig Thornton
This webinar discusses and investigates how to conduct root cause analysis. Root cause analysis is something that companies really struggle with. There will be plenty of practical advice in the webinar to help with you understand the concepts and the tools.
If you would like to watch the recording of this webinar then copy and paste the below link into your web browser:
http://www.mangolive.com/blog-mango/root-cause-analysis-tools-webinar
The 8 Disciplines (8D) Problem Solving Poster describes the eight steps of problem solving. The process is applicable to automative, manufacturing and service organizations.
The poster comes in two themes: color and monochrome. Formatted in PDF and in editable PPTX, the poster can be easily printed on an A3 or A4-sized paper from an office copier machine and displayed on employee workstations, or distributed together with your workshop handouts.
The 8D Problem Solving Poster complements the '8D Problem Solving Technique & Tools' training presentation materials. It serves as a takeaway and summary of your problem solving presentation.
A problem is a deviation from a standard, i.e., a difference between what should be happening and what is actually happening. The 8D Problem Solving Poster describes the eight steps of problem solving as follow:
D0: Plan
D1: Initiate Project Team
D2: Define the Problem
D3: Implement Containment Actions
D4: Identify Root Causes
D5: Develop & Verify Solution
D6: Implement Corrective Actions
D7: Prevent Recurrence
D8: Recognize the Team
This Template is created for helping the quality or continuous improvement professionals to generate a step by step problem solving report, which include the guidance on each steps in a 8D process, also include the templates of popular quality tools such as 5-Why and Fishbone Diagram.
想学习六西格玛?可以看看ucourse.org的网上课程。
http://ucourse.org/ssgb
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/the-global-8d-problem-solving-process/
“If I had an hour to save the world I would spend 59 minutes defining the problem and one minute finding solutions .” – Albert Einstein
The 8D (Eight Disciplines) Problem Solving Process is a team oriented and structured problem solving methodology that is mainly used to identify, correct and eliminate recurring problems.
The 8D Problem Solving Process focuses on the origin of the problem by determining root causes and establishes corrective and preventive actions.
The U.S. government first standardized the 8D Problem Solving Process during the Second World War, referring to it as Military Standard 1520. It was later popularized by the Ford Motor Company in the ‘60s and ‘70s.
Today, the 8D Problem Solving Process has become a standard in many industries as problem solving or improvement process, as internal Corrective Action Request (CAR) Process or as Supplier Corrective Action Request (SCAR) Process. The 8D Problem Solving Process can be an integral part of an Operational and Process Excellence initiative.
The benefits of a systematic Problem Solving Process are obvious.
• Create a shared understanding about how to systematically solve problems.
• Strengthen cross-functional teamwork, problem solving and collaboration capabilities.
• Reduce defects, lead times and costs through effective problem solving.
• Identify the underlying root cause(s) by applying effective problem solving tools.
• Develop effective process controls to prevent recurrence of known problems.
• Establish a systematic documentation of the Problem Solving Process.
The 8D Problem Solving Process follows a systematic methodology using eight step or disciplines.
ABOUT THE TRAINING PROGRAM :-
Root cause analysis (RCA) is a class of problem solving methods aimed at identifying the root causes of problems or events. The practice of RCA is predicated on the belief that problems are best solved by attempting to address, correct or eliminate root causes, as opposed to merely addressing the immediately obvious symptoms. By directing corrective measures at root causes, it is more probable that problem recurrence will be prevented.
DESIGNED FOR :-
Managers, Engineers, Supervisor and officers engaged in maintenance operation and engineering activities.
OBJECTIVE :-
At the end of the training program, participants will be able
- To gain a basic understanding of the problem solving and decision-making process and the applicable quality tools that support this process.
- To develop specific competencies to use the structured approach to problem solving and decision making and the supporting quality tools.
TRAINING PROGRAM COVERAGE :-
- Basic knowledge about RCA program.
- What are the RCA tools ?
- More about Why- Why analysis ?
- Videos and case studies on RCA
[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
The 8D (Eight Disciplines) approach is a systematic problem solving process. Popularized by Ford, the 8D process integrates best practices from various problem-solving methods and is now a standard in the automotive industry. The 8D problem solving process has proven to be highly effective in product and process improvement.
Following the logic of the PDCA cycle, the 8D process enables problem solving teams to identify root causes, develop proper actions to eliminate root causes, and implement permanent corrective action to prevent recurrence. It includes key analytical tools such as Is/Is Not Analysis and Root Cause Analysis using 5 Whys and the Fishbone Diagram.
This highly detailed training presentation will help you to teach employees in your company or organization to better understand team dynamics and solve problems using a disciplined approach.
LEARNING OBJECTIVES
1. Acquire knowledge of key concepts and principles in 8D problem solving.
2. Understand team-based problem solving dynamics and define roles within the 8D problem-solving team.
3. Familiarize yourself with the step-by-step 8D problem-solving process and the use of analytical tools.
4. Gain practical insights for achieving success in 8D problem solving.
CONTENTS
1. Key Concepts and Principles
2. Team-based Approach & Roles
3. 8D Problem Solving Process
4. Analytical Tools in 8D
5. Practical Tips for Success
Yellow belt process improvement training and certification moduleVishy Chandra
Free Yellow Belt Training in Process Improvement for all those who want to get started with a formalized approach to process improvement.
Module contains Kaizen, PDCA, 8D, TOC, Lean and Six Sigma. By the end of the module, the trainee will be able to identify a project opportunity in their organization and that will be eligible for free certification.
I've been involved in new product development (NPD) in one form or other my entire career and maintain a strong passion for creating and delivering innovative money-making new products to the market. Over the years I’ve had the opportunity to learn what works and what doesn’t at a variety of companies. My journey started at Motorola, was refined at Cypress Semiconductor, and subsequently put to test at a variety of companies after that. These set of notes is a high-level distillation of that learning. While most of my direct experience is in semiconductors, based on what I’ve seen the lessons can be applied in a wide variety of industries. For those interested in additional details of project management or problem solving refer to those respective workshop notes on Slideshare.
Building Practical Risk Application into your QMSPECB
During the last few years, risk management continues to be a topic of interest for so many companies. There are plenty of benchmarking trends that point to risk. Risk it should be seen in enterprise strategic initiatives. So far, for many of us, the concept of risk remains an enigmatic and elusive concept.
Main points covered:
· Where and how to build Risk
· What are the best methodologies to solve the Risk
· What is the importance of Risk Management into your QMS
Presenter:
This webinar was presented by Walt Murray President and CEO of ARC Experts is representing Quality and Compliance Consulting (QCC) services team for Master Control, Inc. Walt is a globally recognized compliance and risk consultant, is a quality management and regulatory affairs professional with more than 32 years of experience working with internationally recognized, highly regulated companies, including Aventis, Merck etc. Walt has performed more than 400 1st, 2nd and 3rd-party audits.
Slides of the webinar: https://youtu.be/eR49OL7Ofxg
Problem Solving Tools & Methods - Part 3Tony Alvarez
I've taught many workshops on basic problem solving over the years at various companies. This 3 part presentation collects tools and methods that I've found useful and that most people tend to be able to put into practice quickly. Problem solving is ground that has been covered by many people many times in the past and this presentation builds on that work, incorporates my experience and hopefully integrates it in a way that provides some new insights. This is the 3rd of a 3 part presentation.
Firstly, it will be clarify some of the misunderstandings of some of the fundamental audit concepts and principals that are implemented during the audit or planning of the audit program, focusing on audit guidelines, auditor principles, audit process principles and types of audits. Furthermore, gaining understanding of the management and preparation of an ISO 9001 audit through audit program pillars, good audit practices and prepared work documents and checklists. Outline how to conduct and close an ISO 9001 audit in a professional manner with the precise audit review.
Main points covered:
• Fundamental audit concepts and principles
• Managing an ISO 9001 audit program
• Preparation of an ISO 9001 audit
• Conduct of an ISO 9001 audit & Closing the audit
Presenter:
This webinar was presented by Kefah El-Ghobbas, PECB Certified Trainer and Organizational Development expert and operations manager at TURBO CARBO.
Link of the recorded session published on YouTube:https://youtu.be/kK8pAc3QM5E
Slide show on problem solving. The main idea is to combine problem solving tools and mind maps.
Focuses on the IDEAL problem solving tool and on ideas on tool mapping, where you use two mind maps at a time: one problem map for the actual problem, and one tool map with a collection of problem solving tools.
There is a video on YouTube based on this slideshow:
http://www.youtube.com/watch?v=p-6b4LA8Dqo
Fixing the Problems in Your Operations Problem-Solving MethodsSafetyChain Software
Learn why manufacturers struggle to quickly and clearly define production issues, determine the complexity of a problem, and why there may be confusion over problem-solving methodologies versus problem-solving tools.
Presented by: David Hicks and Tim Nickerson of TBM Consulting
This is the final session in a four part series on Operational Management Systems.
Watch the full presentation: https://info.safetychain.com/fix-problem-solving
Problem Solving Tools and Techniques by TQMIAndrew Leong
This handy guide is for anyone involved in problem solving and improvement activities. It contains guidelines on the use of many of the tools and techniques which can be used as part of a Continuous Improvement process.
This handy guide is for anyone involved in problem solving and improvement activities. It contains guidelines on the use of many of the tools and techniques which can be used as part of a Continuous Improvement process.
Understand (and Fix) Your Chronic Work Disorder with KanbanJanice Linden-Reed
You can solve recurring problems with your work when you understand it as a system. The Kanban Method lets you discover, model, and manage your unique system of work. Kanban applies principles of mindfulness directly to work.
تتحدث هذه المحاضرة عن تحليل أسباب جذور المشكلة أو
Root Cause Analysis (RCA)
وهي أداة يتم استخدامها بغرض معرفة جذر أو جذور أسباب مشكلة ما ومن ثم وضع الحل المناسب لعدم تكرار حدوث المشكلة
قمت في هذه المحاضرة بتعريف تحليل أسباب جذور المشكلة او ال
Root Cause Analysis (RCA)
والمبادئ التي يقوم عليها وأنه يركز على تقديم حلول جذرية تمنع عودة المشكلة مرة أخرى بدلا عن التركيز على وضع حلول وقتية لأعراض المشاكل
قمت بعد ذلك بتوضيح خطوات تحليل أسباب جذور المشكلة او ال
Root Cause Analysis (RCA)
متطرقا لعدة أدوات تستخدم في تحليل أسباب جذور المشكلة او ال
Root Cause Analysis (RCA).
Problem Solving And Decision Making PowerPoint Presentation Slides SlideTeam
Presenting this set of slides with name - Problem Solving And Decision Making PowerPoint Presentation Slides. Our topic specific Problem Solving And Decision Making PowerPoint Presentation Slides deck contains eighteen slides to formulate the topic with a sound understanding. This PPT deck is what you can bank upon. With diverse and professional slides at your side, worry the least for a powerpack presentation. A range of editable and ready to use slides with all sorts of relevant charts and graphs, overviews, topics subtopics templates, and analysis templates makes it all the more worth. This deck displays creative and professional looking slides of all sorts. Whether you are a member of an assigned team or a designated official on the look out for impacting slides, it caters to every professional field.
A sample of slides used in our FMEA Training for Healthcare. This 3-day class is ideal for quality facilitators with hospitals and health systems. The key deliverable is a preliminary FMEA on a high-risk process of the client's choosing, complete with an improvement plan.
How to Determine the Root Cause Analysis Techniques in a Management System?PECB
The understanding of these techniques and their effective implementation by the auditee (Process owner) in any Management system audit shall go along way to ensure that the problem does not recur and this improves the customer or stakeholder confidence, ensure safety of personnel and saves the organization money.
Main points covered:
• What is the Root Cause Analysis Technique?
• How to Ensure customers and stakeholder confidence
• Why is important to determine the Root Cause Analysis?
Presenter:
This webinar was presented by Eng. Isaac Mbuvi is an Electrical and communications Engineer. A holder of Master’s Degree in Occupational Safety and Health. He is an Environmental consultant, a certified trainer with PECB for ISO 9001, ISO 14001 and OHSAS 18001 Management systems. He is also a certified Lead Auditor in ISO 9001, ISO 14001 and OHSAS 18001.
He has worked in the Oil and Gas industry for the last 14 years and has built his career in the Management systems as an Lead Auditor, Auditor and auditee for more than seven years in various sectors such as Pipeline transport, Health, Construction, Marine, Energy, etc.
Link of the recorded webinar published on YouTube: https://youtu.be/DBljEiv9tAw
PROBLEMS ARE THE GOLDEN EGGS
problems??? day by day in our proffessional life we faces so many problems, but didn't recognize about the problem. Because we are habituate to facing to problems, if we want to solve the problems, first we can feel YES am facing a problem then you have a chance to solve it... after that we should find is it REPEATATIVE problem or New problem, on the bases of the issue we can take further steps, how to break it. how to analyse, how to find countermeasure, how to check is it suitable or not, how to make standard.... if you want to know gothrough my presentations..
This is my first presentation posted in Slideshare
Symptoms like intermittent starting and key recognition errors signal potential problems with your Mercedes’ EIS. Use diagnostic steps like error code checks and spare key tests. Professional diagnosis and solutions like EIS replacement ensure safe driving. Consult a qualified technician for accurate diagnosis and repair.
𝘼𝙣𝙩𝙞𝙦𝙪𝙚 𝙋𝙡𝙖𝙨𝙩𝙞𝙘 𝙏𝙧𝙖𝙙𝙚𝙧𝙨 𝙞𝙨 𝙫𝙚𝙧𝙮 𝙛𝙖𝙢𝙤𝙪𝙨 𝙛𝙤𝙧 𝙢𝙖𝙣𝙪𝙛𝙖𝙘𝙩𝙪𝙧𝙞𝙣𝙜 𝙩𝙝𝙚𝙞𝙧 𝙥𝙧𝙤𝙙𝙪𝙘𝙩𝙨. 𝙒𝙚 𝙝𝙖𝙫𝙚 𝙖𝙡𝙡 𝙩𝙝𝙚 𝙥𝙡𝙖𝙨𝙩𝙞𝙘 𝙜𝙧𝙖𝙣𝙪𝙡𝙚𝙨 𝙪𝙨𝙚𝙙 𝙞𝙣 𝙖𝙪𝙩𝙤𝙢𝙤𝙩𝙞𝙫𝙚 𝙖𝙣𝙙 𝙖𝙪𝙩𝙤 𝙥𝙖𝙧𝙩𝙨 𝙖𝙣𝙙 𝙖𝙡𝙡 𝙩𝙝𝙚 𝙛𝙖𝙢𝙤𝙪𝙨 𝙘𝙤𝙢𝙥𝙖𝙣𝙞𝙚𝙨 𝙗𝙪𝙮 𝙩𝙝𝙚 𝙜𝙧𝙖𝙣𝙪𝙡𝙚𝙨 𝙛𝙧𝙤𝙢 𝙪𝙨.
Over the 10 years, we have gained a strong foothold in the market due to our range's high quality, competitive prices, and time-lined delivery schedules.
What Could Cause The Headlights On Your Porsche 911 To Stop WorkingLancer Service
Discover why your Porsche 911 headlights might flicker out unexpectedly. From aging bulbs to electrical gremlins and moisture mishaps, we're delving into the reasons behind the blackout. Stay tuned to illuminate the road ahead and ensure your lights shine bright for safer journeys.
In this presentation, we have discussed a very important feature of BMW X5 cars… the Comfort Access. Things that can significantly limit its functionality. And things that you can try to restore the functionality of such a convenient feature of your vehicle.
Welcome to ASP Cranes, your trusted partner for crane solutions in Raipur, Chhattisgarh! With years of experience and a commitment to excellence, we offer a comprehensive range of crane services tailored to meet your lifting and material handling needs.
At ASP Cranes, we understand the importance of reliable and efficient crane operations in various industries, from construction and manufacturing to logistics and infrastructure development. That's why we strive to deliver top-notch solutions that enhance productivity, safety, and cost-effectiveness for our clients.
Our services include:
Crane Rental: Whether you need a crawler crane for heavy lifting or a hydraulic crane for versatile operations, we have a diverse fleet of well-maintained cranes available for rent. Our rental options are flexible and can be customized to suit your project requirements.
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Fleet management these days is next to impossible without connected vehicle solutions. Why? Well, fleet trackers and accompanying connected vehicle management solutions tend to offer quite a few hard-to-ignore benefits to fleet managers and businesses alike. Let’s check them out!
1. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 1
USING 8D
HOUSEKEEPING
• ARRIVE AT THE TRAINING ON TIME & KEEP TO BREAK TIMES
• LISTEN TO EVERYBODY’S OPINION WITH RESPECT
• KEEP AN OPEN MIND
• RESPECT & SUPPORT TEAM ROLES
• HAVE FUN! – VERY IMPORTANT
• STAY IN THE MEETING WHILE PEOPLE ARE TALKING
• SET MOBILE PHONES TO MANNER MODE/SILENT/VIBRATE OR BETTER - OFF
• NO SIDE CONVERSATIONS
• SET ASIDE YOUR OTHER WORK BE MENTALLY & PHYSICALLY PRESENT
FOR THE ENTIRE TRAINING
2. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 2
USING 8D
TODAYS 5S TRAINING SCHEDULE MONDAY DECEMBER 11, 2006
07:30AM TO 08:00AM ATTENDEE REGISTRATIONBREAKFAST/INTRODUCTIONS/OVERVIEW OF THE 5S
SYSTEM/WHAT’S ON YOUR MIND ABOUT 5S.
08:00AM TO 08:05AM SLIDE SHOW INTRODUCTION TO THE 1ST PILLAR ‘SORT’
08:05AM TO 08:55AM TEAMS PREPARE FOR, DO & PRESENT RESULTS OF ‘SORT’ APPLICATION EXERCISE
08:55AM TO 09:00AM SLIDE SHOW INTRODUCTION TO THE 2ND PILLAR ‘SET IN ORDER’
09:00AM TO 09:50AM TEAMS PREPARE FOR, DO & PRESENT RESULTS OF ‘SET IN ORDER’ APPLICATION EXERCISE
09:50AM TO 10:00AM 10 MINUTES BREAK TIME
10:00AM TO 10:05AM SLIDE SHOW INTRODUCTION TO THE 3RD PILLAR ‘SHINE’
10:05AM TO 10:55AM TEAMS PREPARE FOR, DO & PRESENT RESULTS OF ‘SHINE’ APPLICATION EXERCISE
10:55AM TO 11:00AM SLIDE SHOW INTRODUCTION TO THE 4TH PILLAR ‘STANDARDIZE’
11:00AM TO 11:50AM TEAMS PREPARE FOR, DO & PRESENT RESULTS OF ‘STANDARDIZE’ APPLICATION EXERCISE
11:50AM TO 11:55AM SLIDE PRESENTATION INTRODUCTION TO 5TH PILLAR ‘SUSTAIN’
11:55AM TO 12:45PM TEAMS PREPARE FOR, DO & PRESENT RESULTS OF ‘SUSTAIN’ APPLICATION EXERCISE
(ESTABLISH 5S JOB CYCLES TIME PERMITING)
12:55PM TO 01:00PM WRAP UP/EXCEPTIONS/PLUS-DELTA/Qs & As/PLAN OF ACTION FOR THE CASCADE OF
TRAINING FOR REMAINING TARGET AREAS ASSOCIATES/SET UP ADOPT LEAN CONSULTANT FOLLOW UP
SCHEDULE
3. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 3
USING 8D
“A PROBLEM IS NOT A PROBLEM IF IT IS SOLVABLE, IF A PROBLEM IS NOT
SOLVABLE THEN IT IS NOT A PROBLEM BECAUSE IT CAN NOT BE SOLVED, SO
WE REALLY DO NOT HAVE ANY PROBLEMS”… QUOTED BY THE DALI LAMA & TAKEN FROM
THE BOOK ‘WAY OF QUALITY- DIALOGUES ON KAIZEN THINKING’ BY ALLEN GREEN & TOM LANE DIALOGOES PRESS 1993
4. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 4
USING 8D
PURPOSE OF THIS TRAINING
• TO LEAN & APPLY A DISCIPLINED PROBLEM SOLVING APPROACH FOR PROBLEMS IDENTIFIED AT OUR
ORGANIZATION
• TO DEVELOP A TOOLBOX OF TECHNIQUES TO USE IN THE PROBLEM SOLVING PROCESS
CONTENT OF TRAINING
• DEFINITION OF PROBLEMS & TYPES OF PROBLEMS
• UNDERSTANDING & MAGNITUDE & RISK
• DISCIPLINED SYSTEMATIC PROBLEM SOLVING APPROACH
• TOOLS TO APPLY DURING DISCIPLINED PROBLEM SOLVING
• APPLICATION OF CONCEPTS LEARNED TO A CURRENT REAL PROBLEM (SPORADIC OR CHRONIC)
5. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 5
USING 8D
PROBLEMS?
WHAT IS THE GENERAL MEANING & DEFINITION OF A PROBLEM
ACCORDING TO WEBSTERS DICTIONARY: A DIFFICULT OR PERPLEXING
QUESTION OR ISSUE; A QUESTION POSED FOR CONSIDERATION,
DISCUSSION OR SOLUTION.
FOR US A PROBLEM CAN BE BETTER DEFINED AS THIS:- ‘A GAP BETWEEN
THE CURRENT CONDITION (WHAT IS) & THE DESIRED PERFORMANCE LEVEL
(WHAT MUST BE, SHOULD BE OR COULD BE & THE CAUSE IS UNKNOWN’
6. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 6
USING 8D
PROBLEMS?
WHAT IS THE GENERAL MEANING & DEFINITION OF A CAUSE
ACCORDING TO WEBSTERS DICTIONARY: A REASON FOR AN ACTION OR
CONDITION; SOMETHING THAT BRINGS ABOUT AN EFFECT OR A RESULT A
PERSON OR THING THAT IS THE OCCASION OF AN ACTION OR STATE.
FOR US A CAUSE CAN BE BETTER DEFINED AS THIS:- ‘A FACTOR THAT
IMMEDIATELY PRECEDES THE PROBLEM & ALWAYS PRODUCES IT. FOR A
FACTOR TO BE A CAUSE IT MUST ALSO BE CAPABLE OF PRODUCING THE
PROBLEM BY ITSELF’
7. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 7
USING 8D
WHERE DO PROBLEMS ARISE?
• CUSTOMER COMPLAINTS
• NON-CONFORMING WORK IN PROGRESS PRODUCTS
• NON-CONFORMING RAW MATERIALS
• NON-CONFORMING PURCHASE COMPONENTS
• NON-CONFORMING FINISHED PRODUCTS OR GOODS
• OUT OF CONTROLS PROCESSES
• EQUIPMENT
• MACHINES
• MANY OTHERS – RIGHT???
MANY ORGANIZATIONS HAVE PROBLEMS OF MANY SORTS; SUCCESSFUL ORGANIZATIONS KNOW HOW TO SOLVE
PROBLEMS & IMPLEMENT EFFECTIVE & LASTING SOLUTIONS – AS WILL WE...
8. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 8
USING 8D
WHAT ARE SOME CURRENT PROBLEMS WHICH EXIST IN OUR ORGANIZATION?
9. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 9
USING 8D
TYPICAL ALLOCATION OF RESOURCES:
• 80% ADDRESSING PROBLEMS – PAST PROBLEMS, REACTING TO NEW
PROBLEMS, SOLVING, CORRECTING, ADJUSTING, CHECKING, TWEEKING
HATE THAT WORD ‘TWEEKING’
• 10% DECISION MAKING – PRESENT, DECIDE, CHOOSE, DO, DEVELOP
• 10% PLANNING/PREVENTING – FUTURE, PREVENT, PLAN, ANTICIPATE
IT TAKES 3 TIMES THE RESOURCES TO SOLVE A PROBLEM THAN IT TAKES TO
PREVENT IT FROM HAPPENING IN THE FIRST PLACE PREVENTION IS THE KEY…
WHO DECIDES THERE IS A PROBLEM?
• ARE ALL PROBLEMS WORTH SOLVING USING A SYSTEMATIC DISCIPLINED
PROBLEM SOLVING APPROACH?
• WHO DETERMINES WHICH PROBLEMS ARE WORTHY OF SOLVING
11. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 11
USING 8D
TYPES OF PROBLEMS
SPORADIC - 20% CHRONIC - 80%
• TYPICALLY ISOLATED INCIDENTS • LONG TERM ISSUES
• ARE EASILY FIXED; CAUSE IS • CAUSE IS NOT READILY APPARENT
IMMEDIATELY KNOWN • REQUIRES IN-DEPTH
• ADDRESS THROUGH TROUBLE INVESTIGATION TO IDENTIFY THE
SHOOTING; DIAGNOSIS & REMEDY ROOT CAUSE
• ACCOUNTS FOR 15% OF PROBLEMS • ADDRESS THROUGH FORMAL A
• CAN BE FIXED BY PROCESS OWNER PROBLEM SOLVING &
IMPROVEMENT PROCESS
PRIORITIZE PROBLEMS & WORK ON THOSE WHICH ARE • ABOUT 85% OF PROBLEMS OF ALL
MOST IMPORTANT TO YOU, OUR ORGANIZATION & OUR PROBLEMS WHICH EXIST
CUSTOMERS.
• REQUIRES MANAGEMENT HAVING
TO INTERVENE VIA RESOURCE
COMMITMENT
12. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 12
USING 8D
ASSESSING MAGNITUDE & RISK
• HOW BIG IS THE PROBLEM?
• HOW HAS THE PROBLEM AFFECTED THE CUSTOMER INTERNAL/EXTERNAL?
• IS THE PROBLEM A CRISIS OR COULD IT LEAD ONE?
• IF LEFT UNATTENDED WHAT IMPACT WOULD THE PROBLEM HAVE ON THE
ORGAINIZATION?
• OUR ORGANIZATION DEFINES CRITERIA FOR MAGNITUDE & RISK HANDOUTS.
13. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 13
USING 8D
WHY PROBLEM SOLVE?
• IMPLEMENT CORRECTIVE MEASURES WHEN PROBLEMS OCCUR
• CONTINUOUSLY IMPROVE PERFORMANCE OF PROCESSES
• STANDARDIZE & HOLD THE GAIN ONCE IMPROVEMENTS ARE MADE
• QUICKLY MEETING CHANGING CUSTOMER NEEDS
• ADJUST TO A CHANGING BUSINESS ENVIRONMENT
WHY IS A PROBLEM SOLVING PROCESS NEEDED?
• ANY ACTIVITY WE UNDERTAKE IS A PROCESS
• PROBLEM SOLVING IS ALSO A PROCESS
• HAVING A DEFINED PROCESS FOR PROBLEM SOLVING PROVIDES A
PATHWAY FOR EFFECTIVE RESOLUTION OF PROBLEMS
• A STRUCTURED PROBLEM SOLVING PROCESS ENSURES THAT ALL
RELEVANT ASPECTS OF A PROBLEM ARE CONSIDERED INCLUDING CAUSE
& APPROPRIATE SOLUTIONS
14. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 14
USING 8D
HOW DOES OUR ORGANIZATION CURRENTLY SOLVE PROBLEMS?
CONCERNS ABOUT OUR CURRENT PROBLEM SOLVING APPROACH?
15. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 15
USING 8D
WHY PROBLEM SOLVING EFFORTS OFTEN FAIL
• PROBLEM TOO GENERAL, LARGE, NOT WELL DEFINED, NOT DESCRIBED CORRECTLY
• UNDERTAKING PROBLEMS BEYOND THE CONTROL OR INFLUENCE OF THE TEAM
• INTERIM ACTION BECOMES SOLUTION FOR ‘FIXING THE PROBLEM’
• JUMPING TO SOLUTION BEFORE ANALYZING THE PROBLEM & INDENTIFYING THE ROOT CAUSE
• APPLYING A ‘PET’ SOLUTION I.E. RETRAINING OR DISCIPLINING OPERATOR
• NOT INVOLVING CRITICAL DECISION MAKERS FROM ALL LEVELS OR EMPLOYEE AFFECTED BY PROBLEM WHEN
IDENTIFYING POTENTIAL SOLUTIONS
• FAILING TO DEVELOP GOOD REASONS FOR CHOOSING A SOLUTION
• SOLUTION SELECTED WITHOUT APPLYING DECISION ANALYSIS METHODS
• POSSIBLE SOLUTIONS NOT TESTED PRIOR TO IMPLEMENTATION, SOLUTIONS MAY NOT ADDRESS ALL ASPECTS
OF PROBLEM OR MAY CREATE OTHER PROBLEMS
• FAILING TO PLAN HOW TO IMPLEMENT & EVALUATE CHOSEN SOLUTION
• PERMANENT SOLUTION NOT MONITORED/CONTROLLED
• MANAGEMENT SYSTEM/PROCESS NOT CHANGED TO PREVENT RECURRENCE OF PROBLEM
16. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 16
USING 8D
INHIBITORS TO EFFICIENT EFFECTIVE PROBLEM SOLVING
• PROBLEM DESCRIBED INCORRECTLY
• PROBLEM SOLVING EFFORT EXPEDITED
• POOR TEAM PARTICIPATION
• NOT LOGICAL THOUGHT PROCESS
• LACK OF TECHNICAL SKILLS
• MANAGEMENT’S IMPATIENCE – ‘JUS GET ER DONE…’
• POTENTIAL CAUSE MISIDENTIFIED AS ROOT CAUSE
• PERMANENT CORRECTIVE ACTIONS NOT IMPLEMENTED
17. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 17
USING 8D
PROBLEM SOLVING ASSUMPTIONS
• A PROCESS EXISTS – IDENTIFY THE PROCESS
• GOALS OBJECTIVES & REQUIREMENTS FOR INPUTS PROCESS STEPS &
OUTPUTS HAVE BEEN ESTABLISHED
• KEY PERFORMANCE MEASURES HAVE BEEN ESTABLISHED & APPLIED
SECRETS TO SOLVING PROBLEMS
• DEFINE PROCESSES
• RECOGNIZE WHICH FACTOR OF EACH PROCESS STEP AFFECT THE OUTPUT
OF A PROCESS
• DETERMINE HOW TO MANAGE/CONTROL THESE FACTORS
• USE DATA TO MONITOR/EVALUATE PROCESSES
18. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 18
USING 8D
WHAT ARE THE PROCESS FACTORS? DESIRED OUTCOME Y=(X) = MANPOWER, MATERIAL,
MACHINE, METHOD, MEASUREMENT – A COMBINATION OF CONTROLLING THESE INPUTS
PROCESSES ARE MAINLY INFLUENCED BY:
• MANPOWER
• MATERIAL
THESE PROCESS INPUTS ARE
• MACHINE BETTER KNOWN AS THE
• METHODS ‘5Ms’
• MEASUREMENT
PROCESSES OTHER INFLUENCES CAN BE:
• MANAGEMENT (POLICES)
• MONEY
• ENVIRONMENTAL
19. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 19
USING 8D
TYPES OF PROCESS MEASURES
• INPUT MEASURES – QUALITY LEVEL OF PROCESS INPUTS
• PROCESS MEASURES – FACTORS WITHIN THE PROCESS
• OUTPUT MEASURES – MEASURE OUTCOME/OUTCOME OF PROCESS
(USUALLY THE PRODUCT OR SERVICE) PROCESS CONTROLS CAN BE A PRESSURE SENSOR AS
WELL AS PROCESS SET UP CHECK SHEETS
20. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 20
USING 8D
WHAT IS DISCIPLINED PROBLEM SOLVING?
• A SYSTEMATIC INVESTIGATION OF A PROCESS TO IDENTIFY THE ROOT
CAUSE OF THE GAP & TAKE CORRECTIVE ACTIONS TO ELIMINATE THE GAP &
KEEP IT FROM OCCURRING IN THE FUTURE
• PROBLEM SOLVING PROCESS – SEQUENCE OF STEPS TO FOLLOW
• STANDARD – FACT – DATA BASED COMMITMENT TO SOLVING ORIGIN OF A
PROBLEM
• REPORTING FORMAT – COMMUNICATE PROGRESS ON RESOLVING A
PROBLEM
21. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 21
USING 8D
WHAT IS 8D (EIGHT DISCIPLINES) OF PROBLEM SOLVING?
8D GIVES US A STRUCTURE, SYEMATIC METHOD FOR PROBLEM SOLVING. IT
WAS DERIVED FROM A PROCESS CREATED BY THE EDUCATION MARKETING
SERVICES OF TOLEDO, OHIO & THE FORD MOTOR COMPANY. 8D IS A
COMMON SENSE APPROACH THAT HELPS US AS A STEP-BY-STEP GUIDE TO
ELIMINATE OUR RANDOM STABS & GUESSING IN SOLVING OUR PROBLEMS.
22. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 22
USING 8D
DISCIPLINED PROBLEM SOLVING MODEL
• BASED ON DR. EDWARDS DEMINGS IMPROVEMENT CYCLE
• USUALLY BEGINE AT CHECK STAGE WHERE THE PROBLEM IS IDENTIFIED
• IDENTIFICATION OF THE PROBLEM LEADS TO ACTION TO DETERMINE ROOT
CAUSE & SOLUTIONS
QUADRANT DESCRIPTION
DEFINE OBJECTIVES & DETERMINE CONDITIONS &
PLAN METHODS REQUIRED TO ACHIEVE THESE
ACT PLAN OBJECTIVES
CREATE CONDITIONS PROVIDING NECESSARY
DO TRAINING WITH A THOROUGH UNDERSTANDING OF
THE OBJECTIVES & THE PLAN
DETERMINE WHETHER WORK IS PROGRESSING
CHECK ACCORDING TO PLAN. COMPARE RESULTS TO
OBJECTIVE & WHERE DIFFERENT SEARCH FOR
ROOT CAUSES.
CHECK DO
IF THE ‘CHECK’ REVEALS WORK IS NOT BEING
ACT PERFORMED TO PLAN OR THE RESULTS ARE NOT
WHAT WAS ANTICIPATED DETERMINE ACTIONS
23. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 23
USING 8D
WHEN TO USE DISCIPLINED PROBLEM SOLVING
• CAUSE UNKNOWN SITUATIONS
• SYTEMATIC PROBLEMS
• WHEN THE PROBLEM HAS SIGNIFICANT IMPACT CUSTOMER SATISFACTION,
PROCESS
• VERY COMPLEXED
DISCIPLINED PROBLEM SOLVING CONSISTS OF 3 MAIN ACTIVITIES
• PROBLEM SOLVING
• DECISION MAKING
• PLANNING
24. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 24
USING 8D
DISCIPLINES LATIN ROOT WORD ‘DISCRERE’ MEANING TO LEARN
• TELL WHAT IS TO BE DONE
• ENFORCE A MINDSET TO AVOID OMITTING CRITICAL CONSIDERATIONS
• INCLUDE: DESCRIBING THE PROBLEM
DEFINING THE PROBLEM’S CAUSES
ISOLATING THE PROBLEM FROM THE CUSTOMER OR END
USER
CORRECTING THE PROBLEM
PREVENTING THE PROBLEM FROM RECURRING
25. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 25
USING 8D
PROCESSES
• TELL US HOW TO COMPLETE DISCIPLINES
• ENCOURAGE SYSTEMATIC APPROACH
• INCLUDE: ANALYZING THE SITUATION
COLLECTING DATA
MAKING DECISIONS
STANDARDIZING
26. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 26
USING 8D
TOOLS
• FACILITATE THE PROCESSES
• IMPROVE QUALITY & PRODUCTIVITY OF PROBLEM SOLVING USING
ANALYTICAL & GRAPHICAL METHODS
• INCLUDE: CHECKLISTS
PARETO DIAGRAMS
HISTOGRAMS
DESIGN OF EXPERIENTS
OTHERS
27. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 27
USING 8D
DISCIPLINED PROBLEM SOLVING
IS
• DEFINING DISCIPLINES TO CONSISTENTLY ADDRESS
• USING SPECIFIC PROCESSES TO MOVE TOWARD RESOLUTION
• USING TOOLS TO PROVIDE FACTS & FACILITATE PROCESS UNDERSTANDING
IS NOT
• A SIMPLE SET OF THINGS TO DO
• JUST FILLING OUT A FORM
• OPINION BASED
28. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 28
USING 8D
DISCIPLINED PROBLEM SOLVING REQUIRES
• CORRECT PROBLEM DESCRIPTION – BECOMES THE VISION OF WHAT IS TO
BE RESOLVED; PROBLEM SCOPE MUST IMPROVE CUSTOMER SATISFACTION
• ADEQUATE TIME – SKIPPING STEPS TO OBTAIN QUICK SOLUTION IS FATAL
• FULL TEAM PARTICIPATION – TEAM MEMBERS CHOSEN FOR SPECIFIC
TALENTS.
• LOGICAL PROCESSING – DISCIPLINED SYSTEM FOR PRIORITIZING
ANALYZING & REVIEWING PROBLEMS
• TECHNICAL SKILLS – PROBLEM SOLVING METHODS, STATISTICAL
PROBLEMS SOLVING TOOLS
• MANAGEMENT’S PATIENCE – ALLOCATE RESOURCES TO EFFORT
• INDENTIFICATION OF ACTUAL ROOT CAUSE – SEPARATE POTENTIAL
CAUSES & SYMPTOMS FROM ROOT CAUSE; PROBLEMS OFTEN RECUR
BECAUSE ROOT CAUSE HAS NOT BEEN DEFINED & ELIMINATED.
CONT.
29. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 29
USING 8D
DISCIPLINED PROBLEM SOLVING REQUIRES CONT.
• IMPLEMENTATION OF PERMANENT CORRECTIVE ACTIONS – REQUIRE THE
APPROVAL OF MANAGEMENT FOR COSTS & IMPLEMENTATION &
PERSEVERENCE UNTIL ACTION COMPLETED.
30. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 30
USING 8D
TYPICAL CONCERNS RE: DISCIPLINED PROBLEM SOLVING
• SLOWS DOWN PROBLEM SOLVING PROCESS – ALLOWS DEFINITION OF
REAL PROBLEM/IMPROVEMENT POTENTIAL, MEASURE SUCCESS, EFFECTIVE
PLAN RATHER THAN SHOT GUN APPROACH SHOOT - AIM…
• OBVIOUS PROBLEMS WITH EASY SOLUTION – UNLESS CAUSE IS KNOWN
FROM PAST DATA/EXPERIENCE, DISCIPLINED PROBLEM SOLVING PROVIDES
A STRUCTURED MEHTOD TO INSURE ALL QUESTIONS ARE CONSIDERED
FOR PROPOSED SOLUTIONS & TRULY UNDERSTANDING THE CAUSES.
• WHAT ABOUT LOOKING FOR ‘PERFECT’ SOLUTION – THE DISCIPLINED
PROBLEM SOLVING PROCESS IS AN EXPERIMENT; OBTAINING ENOUGH
DATA FOR THE ‘PERFECT’ SOLUTION IS USUALLY NOT FEASIBLE, BUT
MAKING AN INFORMED DECISION IS A WISE USE OF PROBLEM SOLVING
RESOURCES WHICH ARE LIMITED IN ANY ORGANIZATION.
• INSISTENCE OF CHOOSING A CERTAIN SOLUTION – USUALLY ONE OR MORE
STEPS OF THE PROBLEM SOLUTION PROCESS HAS BEEN SKIPPED.
CONT.
31. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 31
USING 8D
TYPICAL CONCERNS RE: DISCIPLINED PROBLEM SOLVING CONT.
• WHAT IF THE SOLUTION FAILS – REGROUP, ANALYZE FAILURE & TRY AGAIN,
REMEMBER THIS IS EXPERIMENTATION, TRY TO UNDERSTAND IF THE
FAILURE WAS IN THE UNDERSTANDING OF THE PROBLEM THE NATURE OF
THE SOLUTION OR IMPLEMENTATION OF THE SOLUTION.
32. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 32
USING 8D
MANAGEMENT RESPONSIBILITIES RELATIVE TO PROBLEM SOLVING
• PROVIDE THE ENVIRONMENT FOR DISCIPLINED PROBLEM SOLVING
• IDENTIFY & PRIORITIZE PROBLEMS SOLVING MODEL
• SUPPORT IMPLEMTATION OF PROBLEM SOLUTIONS
DISCIPLINED PROBLEM SOLVING METHODOLOGY APPLIES TO
• CORRECTIVE ACTIONS – CLOSING THE GAP WHEN A PROCESS WHEN IT
DOES NOT MEET CURRENT CUSTOMER REQUIREMENTS
• PREVENTIVE ACTION – TAKING ACTIONS TO PREVENT THE GAP FOR
OCURRING
• IMPROVEMENT ACTION - RAISING THE DESIRED PERFORMANCE LEVEL AS
WELL AS THE PROCESS PERFORMANCE
33. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 33
USING 8D
RELATIONSHIP OF IMPROVEMENT
NEW AT TARGET GOAL, SPEC.
IMPROVEMENT
ACTION
AT TARGET GOAL, SPEC.
CORRECTION
ACTION
PREVENTIVE
ACTION
BELOW TARGET, GOAL, SPEC.
ALLWAYS OPPORTUNITY TO IMPROVE EVEN IF THE PROBLEM HAS BEEN
RESOLVED
34. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 34
USING 8D
PROBLEM SOLVING PROCESS
• SYMPTOM MONITORING
• PROBLEM IDENTIFICATION
• PROBLEM DEFINITION
• PROBLEM UNDERSTANDING
• ROOT CAUSE INDENTIFICATION
• ROOT CAUSE ELIMINATION
35. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 35
USING 8D
STEPS IN DISCIPLINED PROBLEM SOLVING – 8Ds
1. USE TEAM APPROACH
2. DESCRIBE THE PROBLEM
3. IMPLEMENT & VERIFY CONTAINMENT ACTIONS
4. DEFINE & VERIFY ROOT CAUSES
5. VERIFY CORRECTIVE ACTIONS
6. IMPLEMENT PERMANENT CORRECTIVE ACTIONS
7. PREVENT RECURRENCE
8. CONGRATULATE THE TEAM
36. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 36
USING 8D
WHAT IS UNIQUE ABOUT THIS PROBLEM SOLVING MODEL?
• EMPHASIZES USE OF A TEAM FOR PROBLEM SOLVING
• FOCUSES ON THE USE OF TOOLS AT EACH STEP IN THE PROCESS TO
GATHER & ANALYSE RELEVENT DATA
• RECOGNIZES THE SYSTEM-VIEW OF PROBLEMS BEING SOLVED &
ENCOURAGES THE APPLICATION OF PREVENTIVE ACTIONS
• CLOSE THE LOOP OF DEMING’S IMPROVEMENT CYCLE BY REFLECTING ON
LESSONS LEARNED IN THE PROBLEM SOLVING PROCESS (CONGRATULATE
THE TEAM)
38. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 38
USING 8D
WHO OWNS THE PROBLEM?
• DEPARTMENT MANAGER
• INDIVIDUAL EMPLOYEE
• GROUP OF EMPLOYEES
• THE ENTIRE GROUP
TEAM BASED PROBLEM SOLVING
• UNDERSTAND THAT PRODUCTS/SERVICES ARE THE RESULT OF A PROCESS
• IDENTIFY IMPORTANT PROBLEMS TO WORK ON
• DEVELOP TEAM SKILLS
• FIND ROOT CAUSE OF PROBLEMS
• GENERATE INNOVATIVE SOLUTIONS
• TYPICALLY CROSS-FUNCTIONAL
39. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 39
USING 8D
WHY PROBLEM SOLVE AS A TEAM?
• INCREASE CONTRIBUTION OF IDEAS BASE ON KNOWLEDGE & EXPERIENCE
• PROMOTE CREATIVITY
• LEARNING EXPERIENCE
• COLLECT, SHARE, ANALYZE DATA
• DEVELOP INTERPERSONAL SKILLS WORKING TOGETHER
• BETTER THE WISEDOM OF MANY PEOPLE THAN THE KNOWLEDGE OR ONE
40. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 40
USING 8D
DISCIPLINE 1 – USE TEAM APPROACH
• STRUCTURE
• COMMITMENT/GOALS
• ROLES
• PROCEDURES
• INTERPERSONAL RELATIONSHIPS
41. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 41
USING 8D
TEAM MEMBERSHIP
• BASED ON PROBLEM STAKEHOLDERS
• THOSE WHO KNOW THE PROBLEM – KNOWLEDGE SKILL & EXPERIENCE
• THOSE WHO CARE OR CAN BE IMPACTED – DIFFERENT PERSPECTIVES OF
THE PROBLEM (THOSEWHO WOULD, WOULD NOT SUPORTSOLUTION OF
PROBLEM)
• THOSE WHO CAN – DEVOTE TIME NECESSARY TO WORK ON THE PROBLEM
& HAVE AUTHORITY TO IMPLEMENT SOLUTIONS
• TEAM SIZE – 5 TO 8, SMALLER CORE TEAM IS RECOMMENDED
• ADDITIONAL SUPPORT – UTILIZE ADJUNCT MEMBERS WHEN SPECIALIZED
SKILLS ARE NEEDED
• TEAM LEADER – PRINCIPLE STAKHOLDER
42. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 42
USING 8D
ESTABLISH TEAM COMMITMENT
GOALS & OBJECTIVES
• DEFINE PROBLEM BOUNDERIES
• INDENTIFY RIGHT PEOPLE TO SOLVE PROBLEM
• ESTABLISH MEASURES OF END RESULTS
• DEVELOP PLAN OF HOW TEAM WILL ACCOMPLISH GOAL
EFFECTIVE PROBLEM SOLVING IS BASED ON SMART GOALS
• SPECIFIC
• MEASURABLE
• ATTAINABLE BY THE TEAM
• REALISTIC & RESULTS DRIVEN
• TIMELY DEFINED
43. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 43
USING 8D
TEAM ROLES
• CHAMPION
• LEADER
• FACILITATOR/COACH
• RECORDER
• LOGISTICIAN
• MEMBER
44. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 44
USING 8D
TEAM CHAMPION ROLE
• OWNERSHIP IN TEAM GOALS
• EDUCATE TEAM MEMBERS ABOUT TEAM’S PURPOSE, AUTHORITY
• COMMUNICATE WITH MANAGEMENT ABOUT TEAM’S PROGRESS & NEEDS
• COMMUNICATE WITH REST OF ORGANIZATION ABOUT TEAM’S ACTIONS &
ACHIEVEMENTS
• REMOVE BARRIES TO TEAM PROGRESS
• HELP RESOLVE CONFLICT
45. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 45
USING 8D
TEAM LEADER ROLE
• TRACK TEAM’S GOALS & ACHIEVEMENTS
• ANTICIPATE & RESPOND TO CHANGES IN TIMING, SHCEDULES, WORKLOADS
& PROBLEMS
• COMMUNICATE WITH TEAM CHAMPION ABOUT TEAMS PROGRESS
• HELPS TO RESOLVE ANY CONFLICT & MISUNDERSTANDINGS
• LEADS TEAM MEETINGS
46. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 46
USING 8D
TEAM FACILITATOR COACH ROLE
• RESOURCE/NEUTRAL ASSISTANT, NOT A TEAM MEMBER
• NOT INVOLVED IN MEETING CONTENT
• PROVIDE TRAINING ON TEAM MECHANICS & DEVELOPMENT
• COACH ON TEAM SKILLS, PROBLEM SOLVING MEHTODOLOGY & TOOLS
• HELP TEAM DEAL WITH CONFLICT
• MONITORS PROGRESS OF TEAM’S INTERACTION TO KEEP TEAM FOCUSED
ON GOALS
47. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 47
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TEAM FACILITATOR COACH ROLE
• RESOURCE/NEUTRAL ASSISTANT, NOT A TEAM MEMBER
• NOT INVOLVED IN MEETING CONTENT
• PROVIDE TRAINING ON TEAM MECHANICS & DEVELOPMENT
• COACH ON TEAM SKILLS, PROBLEM SOLVING MEHTODOLOGY & TOOLS
• HELP TEAM DEAL WITH CONFLICT
• MONITORS PROGRESS OF TEAM’S INTERACTION TO KEEP TEAM FOCUSED
ON GOALS
48. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 48
USING 8D
TEAM LOGISTICIAN
• ARRANGE FOR MEETING PLACE
• ENSURE TOOLS & MATERIALS ARE AVAILABLE AT MEETINGS
• NOTIFY TEAM MEMBERS OF UPCOMING MEETINGS
• UPDATE ABSENT TEAM MEMBERS
• THESE ACTIVITIES MAY BE DONE BY RECORDER & LEADER
49. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 49
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TEAM MEMBER
• DEVELOP ATMOSPHERE OF TRUST & RESPECT
• LISTEN
• COMMUNICATE CLEARLY
• PARTICIPATE
• RESPECT EACH OTHER’S IDEAS
• UNDERSTAND ASSIGNMENTS & ACCEPT THEM WILLINGLY
• KEEP COMMITMENTS
• KEEP AN OPEN MIND
• BE RECEPTIVE TO CONSENSUS DECISION MAKING
50. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 50
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TEAM PROCEDURES
• TEAM CHARTER
• GROUND RULES
• TEAM MEETINGS
51. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 51
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TEAM GROUND RULES GROUP NORMS
• GUIDESLINES FOR HOW THE TEAM WILL FUNCTON
• DEFINES WHAT IS EXPECTED OF TEAM MEMBERS & HOW TO AVOID
CONFLICT
• ACCEPTABLE & UNACCEPTABLE BEHAVIOR
TYPICAL GROUND RULES:
• DECISION MAKING
• CONFLICT RESOLUTION
• USE OF DATA
• CONFIDENTIALITY
• ASSIGNMENTS
• PARTICIPATION
• MEETINGS
52. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 52
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PURPOSE OF MEETING
• TO REVIEW PROGRESS
• TO MAKE DECISIONS
• TO PLAN NEXT TEAM ACTIVITIES
• TO BRAINSTORM & EVALUATE IDEAS
• TO CELEBRATE TEAM SUCESSES
53. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 53
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ELEMENTS OF TEAM MEETINGS
ACT –
POST MEETING PLAN –
RESULTS TEAM MEMBER DO AGENDA LOCATION, TIME
FOLLOW UPS
CHECK – DO –
MEET, GROUND RULES
EVALUATE MEETING
DISCUSSION, DECISIONS
EFFECTIVENESS
ASSIGNMENTS
54. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 54
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ESSENTIALS TO TEAM SUCCESS
• SUPPORT OF MANAGEMENT
• OPPORTUNITY TO ESTABLISH COMFORT & TRUST AMONG TEAM MEMBERS
• DEFINITION OF CONTROL RULES & PROCEDURES
• TEAM ESTABLISHMENT OF GOALS
• RECOGNITION OF INDIVIDUAL SKILLS & TALENTS
TEAMS IN OUR ORGANIZATION’S PROBLEM SOLVING PROCESS
• ARE THEY CURRENTLY USED?
• WHEN IS THE TEAM IDENTIFIED?
• WHO IS RESPONSIBLE FOR IDENTIFYING THE TEAM?
• WHO CHARTERS THE TEAM’S EFFORTS?
• IS A TEAM LEADER ASSIGNED?
• IS THERE A CHAMPION FOR THE TEAM?
55. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 55
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‘YES’ ASSESSMENT
CAN WE CHECK ALL THE BOXES TO EACH OF THESE QUESTIONS
1. IS OUR TEAM READY & ABLE TO ACT ON THE ISSUE YOU HAVE
IDENTFIED?
2. IST AT LEAST ONE MEMBER OF OUR TEAM POSITIONED TO HAVE THE
POWER TO AUTHORIZE ANY ACTION WE MAY DETERMINE TO BE
NECESSARY TO SOLVE THE PROBLEM?
3. DO WE HAVE THE BEST PEOPLE TO WORK ON THIS PROBLEM?
4. HAVE WE IDENTIFIED/INCLUDED ALL INDIVIDUALS WHOSE INPUT WILL BE
REQUIRED IN THE PROBLEM SOLVING PROCESS – FOR THE ENTIRE
PROJECT & AS INTERIM ‘SUBJECT EXPERTS’?
5. IS THERE A SYSTEM IN PLACE TO OBTAIN APPROPRIATE SIGN-OFF AT
THE VARIOUS STAGES OF THE PROCESS?
56. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 56
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DISCIPLINE 2 – DESCRIBE THE PROBLEM
• DESCRIBE THE PROBLEM IN 5 WORDS OR LESS KEEPING IT SIMPLE, EASY TO GRASP
• SYMPTOMS
• SPECIFY THE INTERNAL/EXTERNAL CUSTOMER PROBLEM
• WHAT IS WRONG WITH WHAT?
• WHAT SHOULD BE – WHAT IS (ACTUAL) = PROBLEM
• OPERATIONAL DEFINITION – COMMON MEANING TO EVERYONE WHO READS
IT
• IDENTIFY 5W’s & 2H’s
• IS/IS NOT ANAYLSIS
• SPECIFY CUSTOMER PROBLEM BY INDENTIFYING IN QUANITIFIABLE TERMS
FOR THE PROBLEM
• SYMPTOMS ARE ONLY THE STARTING POINT IN PROBLEM DEFINITION
57. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 57
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DEFINE THE PROBLEM
• FOCUS ON THE RIGHT PROBLEM
• BREAK THE PROBLEM INTO MANAGEABLE PIECES WHICH THE TEAM CAN
CONTROL/CHANGE I.E. SPLITTING THE DICTIONARY ILLUSTRATED BELOW
• GAIN MORE KNOWLEDGE TO BETTER DEFINE THE PROBLEM
A-M N-Z A-H I-M A-D E-H A-B C-D A B AB AB AM- A-B A-M A-B
58. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 58
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WHY USE DATA TO DEFINE THE PROBLEM?
• REVEAL A PROBLEM EXISTS
• DESCRIBE THE PROBLEM TO UNDERSTAND WHAT THE REALLY IS & NOT
JUST ITS SYMPTOMS
• MONITOR & CONTROL THE CONTROL THE PROBLEM
• PREVENT A PROBLEM BY IDENTIFYING TRENDS
TYPES OF DATA
VARIABLE DATA:
• DATA WHICH IS MEASURED & PLOTTED ON A CONTINUOUS SCALE OVER
TIME
• RUN CHARTS, HISTOGRAMS, SCATTER DIAGRAMS, VARIABLES CONTROL
CHARTS, X-BAR/R
59. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 59
USING 8D
WHY USE DATA TO DEFINE THE PROBLEM?
• REVEAL A PROBLEM EXISTS
• DESCRIBE THE PROBLEM TO UNDERSTAND WHAT THE REALLY IS & NOT
JUST ITS SYMPTOMS
• MONITOR & CONTROL THE CONTROL THE PROBLEM
• PREVENT A PROBLEM BY IDENTIFYING TRENDS
TYPES OF DATA
ATTRIBUTE DATA:
• DATA WHICH IS COUNTED & PLOTTED AS DISCRETE EVENTS FOR A
SPECIFIED PEROID OF TIME BASED ON SOME CHARACTERISTIC
• CHECK SHEETS, PARETO CHARTS, ATTRIBUTE CONTROL CHARTS, GO – NO
GO GAUGES,P, NP, U
60. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 60
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WHAT TO DO
• IDENTIFY & MONITOR IMPORTANT MEASURES OF THE BUSINESS OR
PROCESS
• IDENTIFY TYPE OF DATA NEEDED TO DEFINE THE PROBLEM
• ARRANGE DATA INTO FORMAT THAT CAN BE ANALYZED
• WRITE A PROBLEM STATEMENT THAT DESCRIBES THE PROBLEM AS A GAP
BETWEEN PRESENT THE CONDITION (WHAT IS) & REQUIRED OR THE
DESIRED (WHAT SHOULD BE)
NOTE: A VERY CLEAR PROBLEM STATEMENT IS VERY IMPORTANT SO THE TEAM HAS A CONCERTIVE START.
A PROBLEM STATEMENT SHOULD NOT SOUND LIKE A CAUSE. IN THE PROBLEM STATEMENT ‘WHEEL (THE
OBJECT) WILL NOT TURN (THE DEFECT)’ DESCRIBES THE GAP BETWEEN WHAT IS & THE GAP BETWEEN THE
REQUIRED OR THE DESIRED CONDITION ‘WHEEL TURNS’. IN THE PROBLEM STATEMENT ‘WHEEL SEIZED UP’ IS A
POSSIBLE CAUSE & CAN BE MISLEADING AS A PROBLEM STATEMENT AS IT HAS NOT BEEN DETERMINED THAT
THE WHEEL IS INDEED SEIZED.
61. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 61
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WHAT TO DO
• IDENTIFY & MONITOR IMPORTANT MEASURES OF THE BUSINESS OR
PROCESS
• IDENTIFY TYPE OF DATA NEEDED TO DEFINE THE PROBLEM
• ARRANGE DATA INTO FORMAT THAT CAN BE ANALYZED
• WRITE A PROBLEM STATEMENT THAT DESCRIBES THE PROBLEM AS A GAP
BETWEEN PRESENT CONDITION (WHAT IS) & REQUIRED OR DESIRED
CONDITION (WHAT SHOULD BE)
62. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 62
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PHASE 1
WHAT TO DO
• STATE SYMPTOM EXTENT & CONSEQUENCE OF PROBLEM
• PREPARE PROCESS FLOW DIAGRAM
• START ACTION PLAN TO DEFINE PROBLEM
63. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 63
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PHASE 1
DESCRIBE CURRENT PROCESS
• CREATE A FLOWCHART OF THE CURRENT PROCESS
• VALIDATE THE FLOWCHART WITH PROCESS OWNERS
• DETERMINE RESPONSIBILITIES FOR THE PROCESS STEPS
• IDENTIFY CURRENT MEASURES
• NOTE BOTTLENECKS OR DELAYS IIN THE CURRENT PROCESS
• REVIEW CURRENT QUALITY PROBLEMS OF THE PROCESS
• IDENTIFY VALUE ADDED VS. NON-VALUE-ADDED PROCESS STEPS
64. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 64
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PHASE 1
EVALUATING CURRENT PROCESS
• VALUE-ADDED PROCESS STEPS
• MAKE PRODUCT MORE USEFUL TO CUSTOMER
• CUSTOMER WOULD BE WILLING TO PAY FOR ACTIVITY IN THAT STEP
• STEP IS REQUIRED TO MAKE PRODUCT FUNCTION PROPERLY WHEN USED
BY THE CUSTOMER
• NON-VALUE ADDED PROCES STEPS
• INSPECTIONS
• PRODUCT IS STALLED AT SOME POINT IN THE PROCESS
• REWORK
• PRODUCT GOES ANYWHERE EXCEPT NEXT PLANNED STEP
65. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 65
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PHASE 2
• IDENTIFY 5Ws – 2Hs: WHO, WHAT, WHERE, WHEN, WHY, HOW, HOW MANY
• QUANTIFY EXTENT OF PROBLEM
• EVALUATE SIMILAR SITUATIONS WHERE PROBLEM MIGHT BE EXPECTED TO
OCCUR
• USE ALL AVAILABLE INDICATORS, BE CREATIVE
• SPLITTING THE DICTIONARY & IS/IS-NOT ANALYSIS
QUESTIONS
• WHAT TYPE OF PROBLEM IS IT?
• WHAT RESOURCES/DOCUMENTS MIGHT HELP YOU SPECIFY THE PROBLEM
MORE EXACTLY?
• CAN THIS PROBLEM BE SEPARATED INTO SMALLER PARTS?
• IS THERE ANY EVIDENCE THAT THE PROBLEM SURFACED BEFORE?
66. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 66
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PHASE 2
• IDENTIFY 5Ws – 2Hs: WHO, WHAT, WHERE, WHEN, WHY, HOW, HOW MANY
• QUANTIFY EXTENT OF PROBLEM
• EVALUATE SIMILAR SITUATIONS WHERE PROBLEM MIGHT BE EXPECTED TO
OCCUR
• USE ALL AVAILABLE INDICATORS, BE CREATIVE
• SPLITTING THE DICTIONARY & IS/IS-NOT ANALYSIS
QUESTIONS
• WHAT TYPE OF PROBLEM IS IT?
• WHAT RESOURCES/DOCUMENTS MIGHT HELP YOU SPECIFY THE PROBLEM
MORE EXACTLY?
• CAN THIS PROBLEM BE SEPARATED INTO SMALLER PARTS?
• IS THERE ANY EVIDENCE THAT THE PROBLEM SURFACED BEFORE?
67. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 67
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PHASE 2
USE DATA TO DETERMINE
• WHERE PROBLEM IS & IS NOT OCCURRING
• WHEN PROBLEM BEGAN
• WHAT THE EXTENT OF THE PROBLEM IS
• NARROW THE PROJECT FOCUS
• DATA ALSO REDUCES THE IMPACT OF OPIONS & ILL-INFORMED DECISIONS
ON THE PROBLEM SOLVING PROCESS
68. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 68
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PHASE 2
5Ws-2Hs
• WHO? - INDENTIFY CUSTOMERS COMPLAINING
• WHAT? - DESCRIBE THE PROBLEM ADEQUATELY
• WHERE? - LOCATE THE PROBLEM
• WHEN? - WHEN DID THE PROBLEM START
• WHY? - IDENTIFY KNOWN EXPLANATIONS
• HOW? - IN WHAT MODE OR SITUATION DID THE PROBLEM OCCUR?
• HOW MANY? - QUANTIFY THE PROBLEMS SCOPE
69. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 69
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PHASE 2
IS/IS-NOT ANALYSIS
• PROVIDES FURTHER DETAIL ABOUT THE PROBLEM SO A COMPLETE
OPERATIONAL DEFINITION OF THE PROBLEM CAN BE FORMULATED
• USED AT THIS STAGE AS WELL AS IN APPLYING INTERIM CONTAINMENT
ACTIONS & IMPLEMENTING/VERIFYING PERMANENT ACTIONS.
70. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 70
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PHASE 2
COMPONENTS OF THE PROBLEM STATEMENT
• DIRECTION – ACTION RELATED TO PERFORMANCE LEVEL
• BUSINESS MEASURE – KEY MEASURE FOR PROCESS UNDER STUDY
• PERFORMANCE MEASURE – CURRENT PERFORMANCE LEVEL OF THE
BUSINESS MEASURE
• PROCESS NAME – PROCESS BEING STUDIED
71. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 71
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A GOOD PROBLEM STATEMENT…
• CONTAINS MEASUREABLES OF CURRENT PROBLEM & DESIRED STATE
• DOES NOT IMPLY CAUSES
• DOES NOT IMPLY SOLUTIONS
• IS CONCISE & HAS COMPLETE MEANING
• PASSES THE “SO WHAT?” TEST – IS THE PROBLEM WORTH SOLVING? WHY?
72. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 72
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WHEN CURRENT GAP IS VERY LARGE
• EMERGENCY ACTIONS MAY BE REQUIRED
• CONTAINMENT
• RECALL
• REVIEW OF CURRENT STOCK
• STOPPING PRODUCTION
• IMPLEMENTING IMMEDIATE SAFEGUARDS
73. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 73
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DISCIPLINE 3 – DEFINE & IMPLEMENT INTERIM (CONTAINMENT) ACTIONS
• ISOLATE THE EFFECT OF PROBLEM WHILE CORRECTIVE ACTIONS ARE
BEING ADDRESSED (PROTECTING THE CUSTOMER)
• ADDRESS EFFECTS & SYMPTOMS
• TEMPORARY FIXES
• ESTABLISH AN INVESTIGATIVE PLAN
• OBTAIN BASELINE DATA
• INITIATE ON-GOING CONTROL SYSTEM
• DEVELOP FOLLOW-UP & COMMUNICATIONS SYSTEM RE: PROBLEM
• CORRECT PRODUCTS ALREADY PRODUCED
• VERIFY EFFECTIVENESS OF CONTAINMENT ACTION
74. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 74
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PURPOSE OF INTERIM ACTIONS
• ISOLATE EFFECTS OF PROBLEM & PREVENT FURTHER ‘DAMAGE’ UNTIL
ROOT CAUSE IS IDENTIFIED & PERMANENT CORRECTIVE ACTIONS ARE
IMPLEMENTED
• ADDRESS EFFECTS & SYMPTOMS
• TEMPORARY FIXES
• MAY INCLUDE: SORTING, INSPECTION, SUBSTITUTING REWORK, TOOLING
CHANGES
• PERFORM ROOT CAUSE ANALYSIS IN PARALLEL WITH INTERIM ACTIONS
75. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 75
USING 8D
PURPOSE OF INTERIM ACTIONS
• DECIDE IF THE CONDITION CAN BE SORTED
• DETERMINE SCOPE OF PRODUCT FOR :-
1. STOCK AT CUSTOMER
2. IN TRANSIT
3. ON-SITE FINISHED GOODS
4. WORK-IN-PROGRESS (WIP)
5. PURCHASED MATERIAL IN INVENTORY
76. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 76
USING 8D
CONTAINMENT
• ISOLATE POTENTIALLY AFFECTED PRODUCT – AT CUSTOMER, FINISHED
GOODS, IN-PROGRESS WORK
• DECIDE TECHNIQUES EVALUATING/SCREENING FOR PROBLEM
• CONDUCT SCREENING/REPAIR OF POTENTIALLY AFFECTED PRODUCT
• COLLECT DATA DURING CONTAINMENT
• ANALYZE RESULTS OF CONTAINMENT & REFINE PROBLEM
1. DEFINE SORT CRITERIA & METHOD
2. TRAIN PERSONNEL WHO ARE TO PERFORM SORTING PROCEDURE
3. VALIDATE THE SORT ACTIVITY & VERIFY EFFECTIVENESS OF SORT
4. SORT
5. COLLECT RESULTS OF SORT
6. PERFORM PERIODIC VALIDATION OF THE SORT
77. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 77
USING 8D
CONTAINMENT
• ISOLATE POTENTIALLY AFFECTED PRODUCT – AT CUSTOMER, FINISHED
GOODS, IN-PROGRESS WORK
• DECIDE TECHNIQUES EVALUATING/SCREENING FOR PROBLEM
• CONDUCT SCREENING/REPAIR OF POTENTIALLY AFFECTED PRODUCT
• COLLECT DATA DURING CONTAINMENT
• ANALYZE RESULTS OF CONTAINMENT & REFINE PROBLEM
1. DEFINE SORT CRITERIA & METHOD
2. TRAIN PERSONNEL WHO ARE TO PERFORM SORTING PROCEDURE
3. VALIDATE THE SORT ACTIVITY & VERIFY EFFECTIVENESS OF SORT
4. SORT
5. COLLECT RESULTS OF SORT
6. PERFORM PERIODIC VALIDATION OF THE SORT
78. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 78
USING 8D
PURPOSE OF INTERIM ACTIONS
• DECIDE IF THE CONDITION CAN BE SORTED
• DETERMINE SCOPE OF PRODUCT FOR :-
1. STOCK AT CUSTOMER
2. IN TRANSIT
3. ON-SITE FINISHED GOODS
4. WORK-IN-PROGRESS (WIP)
5. PURCHASED MATERIAL IN INVENTORY
79. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 79
USING 8D
INTERIM (SHORT TERM) ACTIONS ARE:-
• INTRODUCE ADDITIONAL PRODUCTS/PROCESS CONTROLS
• TO BE IN PLACE AT THE CLOSEST POINT TO THE PROBLEM
• FIRST-AID, TEMPORARY FIXES
• EXTRA INSPECTIONS, OPERATIONS
• USUALLY COSTLY, INEFFICIENT
• ARE NOT PERMANENT SOLUTIONS
• TYPICALLY DRIVEN BY SYMTOMS
• USE PROCESS FLOW, CAUSE/EFFECT DIAGRAM TO FIND WHERE THESE
ACTIONS SHOULD BE IMPLEMENTED
• COLLECT DATA DURING INTERM ACTIONS
• VERIFY EFFECTIVENESS OR INTERIM ACTIONS
NOTE ON INTERIM ACTIONS: SOME INTERIM ACTIONS MAY BECOME THE APPROPRIATE CORRECTIVE ACTION FOR
THE ROOT CAUSE. INTERIM ACTIONS SHOULD NOT BE CONSIDERED PERMANENT UNTIL ROOT CAUSE ANALYSIS
CONFIRMS THEIR VALIDITY.
80. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 80
USING 8D
PURPOSE OF INTERIM ACTIONS
• DECIDE IF THE CONDITION CAN BE SORTED
• DETERMINE SCOPE OF PRODUCT FOR :-
1. STOCK AT CUSTOMER
2. IN TRANSIT
3. ON-SITE FINISHED GOODS
4. WORK-IN-PROGRESS (WIP)
5. PURCHASED MATERIAL IN INVENTORY
81. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 81
USING 8D
DISCIPLINE 4 – DEFINE & VERIFY ROOT CAUSES
• IDENTIFY ALL POTENTIAL CASUSES – 5Ws – 5Ms
• BRAINSTORM USING CAUSE/EFFECT DIAGRAM
• DEVELOP TIME LINE RELATED TO PROBLEM – WHAT IS DIFFERENT
82. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 82
USING 8D
A ROOT CAUSE IS…
A POTENTIAL CAUSE WHICH CAN BE TURNED ON & OFF DURING TESTING
WHICH DIRECTLY DEFINES THE REASON FOR THE PROBLEM
83. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 83
USING 8D
DEFINE & VERIFY ROOT CAUSES
• IDENTIFY POTENTIAL CAUSES WHICH COULD EXPLAIN WHY THE PROBLEM
OCCURRED
• TEST CAUSES FOR PROBABILITY, HYPOTHESIS TESTING
• USE 5 WHYS, CAUSE & EFFECT DIAGRAM, TIME LINE RELATING TO PROBLEM
• CONSIDER WHAT HAS CHANGED WHICH COULD HAVE CONTRIBUTED TO
THE PROBLEM
• ONCE ROOT CAUSE IS KNOWN, THERE ARE TWO OVERALL OPTIONS FOR
SOLUTION: ELIMINATE CAUSE OR CONTROL CAUSE
84. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 84
USING 8D
WHAT IS ROOT CAUSE ANALYSIS?
• TRACKING DOWN SOURCES OF VARIATION TO INDENTIFY KEY SOURCES
THAT CAUSE THE PROBLEM
• PERFORMED THROUGH CREATIVE THOUGHT, DATA COLLECTION, ANALYSIS
& OBJECTIVE REASONING
• GOALS IS TO CONTROL OR ELIMINATE ROOT CAUSES
• A STRUCTURED INVESTIGATION THAT AIMS TO IDENTIFY THE TRUE CAUSE
OF A PROBLEM & THE ACTIONS NECESSARY TO ELIMINATE IT
85. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 85
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GROUPS OF ROOT CAUSE ANALYSIS TOOLS
• PROBLEM UNDERSTANDING – FLOW CHARTS, SPIDER CHARTS
PERFORMANCE MATRIX ETC.
• POSSIBLE CAUSE GENERATION & CONSENSUS REACHING – NORMINAL
GROUP TECHNIQUE,BRAINSTORMING ETC.
• PROBLEM & CAUSE DATA COLLECTION – SAMPLING, SURVEYS, CHECKS
SHEETS ETC.
• POSSIBLE CAUSE ANALYSIS – HISTOGRAM, PARETO CHART, SCATTER
CHART, AFFINITY DIAGRAM ETC.
• CAUSE-&-EFFECT ANALYSIS – FISHBONE DIAGRAM, 5 WHYS, MATRIX
DIAGRAM ETC.
86. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 86
USING 8D
GROUPS OF ROOT CAUSE ANALYSIS TOOLS
1. CONTROL CHARTS
2. HISTOGRAMS
3. CHECK SHEETS
4. GAGE R&R
5. CAPABILITY INDICES
6. DESIGN OF EXPERIMENTS (DOE)
7. IS/IS NOT STATEMENTS
8. FMEA’s & PFMEA’s
9. CAUSE & EFFECT ‘FISHBONE DIAGRAM’
10. PROCESS FLOW DIAGRAMS
11. P CHARTS
12. PARETO CHARTS
13. 5-WHYS WORKSHEET
14. CHECK SHEETS
87. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 87
USING 8D
TEST THE POTENTIAL ROOT CAUSE AGAINST THE PROBLEM DESCRIPTION
• VALIDATING CAUSE ‘GUESSES’ BY COLLECTING & ANALYZING DATA
• TEST UNDER CONTROLLED CONDITIONS
• TURN THE PROBLEM ON & OFF BY MANIPULATING THE SUSPECTED CAUSE
COLLECT & ANALYZE DATA
• SEVERAL ITERATIONS OF THE FOLLOWING STEPS
• DESIGN HYPOTHSIS & SELECT METHODS FOR TESTING HYPOTHSIS – STATE
HOW POTENTIAL CAUSES COULD RESULT IN THE DESCRIBED PROBLEM
STATEMENT, DECIDE WHAT DATA WOULD PROVE POTENTAIL CAUSE;
DEVELOP ACTION PLAN FOR STUDY
• PREPARE TO TEST HYPOTHESIS – ORGANIZE & PREPARE MATERIALS
REQUIRED TO CONDUCT STUDY; COLLECT DATA DURING STUDY
88. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 88
USING 8D
COLLECT & ANALYZE DATA CONT.
• ANALYZE RESULTS OF TEST – ANALYZE DATA USING APPROPRIATE
STATISTICAL TOOLS
• INTERPRET RESULTS – CONCLUSIONS FROM STUDY; DOES DATA
ESTABLISH POTENTIAL CAUSE AS REASON FOR PROBLEM
89. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 89
USING 8D
SELECT LIKELY CAUSES
• RE-EVALUATE TEAM COMPOSITION – WHAT TECHNICAL ADVISORS ARE
NEEDED
• CHOOSE SEVERAL POTENTIAL CAUSES FOR INVESTIGATION
• ESTABLISH STABLE MANUFACTURING PROCESS
• DO POTENTIAL CAUSE INVESTIGATION IN PARALLEL FOR EFFICIENT USE OF
TIME & KEEP TEAM OPEN MINDED
PITFALLS OF ROOT CAUSE SEARCH
• ACCEPTING AN ANSWER TOO SOON
• NOT LOOKING TO SEE WHAT INDENTICAL/SIMILAR THINGS NEED SAME FIX
• NOT DETERMINING WHAT OTHER DAMAGE MIGHT HAVE CAUSED PROBLEM
• JUMPING TOO SOON TO ACTIONS BEFORE BEING SURE OF ROOT CAUSE
90. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 90
USING 8D
INDENTIFY & VERIFY ROOT CAUSES
• CAUSES ARE ATTRIBUTABLE TO VARIATION IN HOW WORK GETS DONE
• CAN OCCUR IN ANY OF THE PROCESS FACTORS
• COMMON CAUSE – SOURCE OF VARIATION THAT IS ALWAYS PRESENT;
INHERENT TO THE PROCESS, CAN ONLY BE CORRECTED BY MANAGEMENT
INTERVENTION
• SPECIAL CAUSE – INTERMITTENT LOCALIZED, SEASONAL, UNPREDICTABLE,
UNSTABLE SOURCE OF VARIATION; CAN BE CORRECTED LOCALLY
91. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 91
USING 8D
INDENTIFY & VERIFY ROOT CAUSES
• CAUSES ARE ATTRIBUTABLE TO VARIATION IN HOW WORK GETS DONE
• CAN OCCUR IN ANY OF THE PROCESS FACTORS
• COMMON CAUSE – SOURCE OF VARIATION THAT IS ALWAYS PRESENT;
INHERENT TO THE PROCESS, CAN ONLY BE CORRECTED BY MANAGEMENT
INTERVENTION
• SPECIAL CAUSE – INTERMITTENT, LOCALIZED, SEASONAL, UNPREDICTABLE,
UNSTABLE SOURCE OF VARIATION; CAN BE CORRECTED LOCALLY
92. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 92
USING 8D
CAUSE & EFFECT DIAGRAM
• MAJOR CAUSE CATEGORIES – 5Ms
• MAJOR PROCESS STEPS – BASED ON PROCESS FLOW CHART
• ASK “WHY DOES THIS HAPPEN?” FOR EACH IDENTIFED CAUSE
• KEEP ASKING WHY FOR AT LEAST 5 TIMES UNTILL YOU CAN NOT ANSWER
THE QUESTION OR UNTIL THE CAUSE IS CONTROLLED BY MORE THAN ONE
LEVEL OF MANAGEMENT REMOVED FROM THE TEAM
• CLARIFY CAUSES SO THEY ARE UNDERSTOOD BY ANYONE
CAUSE ANALYSIS MATRIX
93. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 93
USING 8D
SOLUTIONS
• ADDRESS ROOT CAUSE
• DEFINE HOW ROOT CAUSE CAN BE ELIMINATED OR AT LEAST CONTROLLED
• SOLUTION STATEMENTS INCLUDE: ACTION TO BE TAKEN, WHAT/WHOM
ACTION INVOLVES DESIRED EFFECT OF ACTION
• SOLUTION SHOULD ALWAYS ADDRESS CUSTOMER’S NEEDS FIRST
SOLUTIONS – FINDING NEW APPROACHES
• HAS THE SITUATION HAPPENED BEFORE?
• WHAT DID THE TEAM &/OR ORGANIZATION DO? WHAT WERE THE RESULTS?
• HOW IS IT DIFFERENT THIS TIME?
• WHAT COULD BE DONE DIFFERENTLY TO GET BETTER RESULTS?
• WHAT ARE ALTERNATE WAYS OF SOLVING THE PROBLEM?
94. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 94
USING 8D
INDENTIFY ALTERNATE SOLUTIONS
• IDENTIFY SIMILAR PROBLEMS PREVIOUSLY SOLVED
• AVOID IMPLEMENTING INTERIM ACTIONS FOR PERMANENT ACTIONS
• CONSIDER NEW & CURRENT TECHNOLOGY FOR SOLUTIONS
• INCORPORATE SOLUTION INTO FUTURE
CONSIDER APPLICABILITY OF MISTAKE-PROOFING
• USE OF PROCESS OR DESIGN FEATURES TO PREVENT MANUFACTURE OF
NON-CONFORMING PRODUCT
• MAY ALSO INCLUDE SUBSEQUENT PROCESS DETECTION METHODS
SOLUTION FILTER MATRIX WORK SHEET
95. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 95
USING 8D
INDENTIFY ALTERNATE SOLUTIONS
• IDENTIFY SIMILAR PROBLEMS PREVIOUSLY SOLVED
• AVOID IMPLEMENTING INTERIM ACTIONS FOR PERMANENT ACTIONS
• CONSIDER NEW & CURRENT TECHNOLOGY FOR SOLUTIONS
• INCORPORATE SOLUTION INTO FUTURE
CONSIDER APPLICABILITY OF MISTAKE-PROOFING
• USE OF PROCESS OR DESIGN FEATURES TO PREVENT MANUFACTURE OF
NON-CONFORMING PRODUCT
• MAY ALSO INCLUDE SUBSEQUENT PROCESS DETECTION METHODS
SOLUTION FILTER MATRIX WORK SHEET
96. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 96
USING 8D
DISCIPLINE 5 – VERIFY CORRECTIVE ACTIONS
• DETERMINE IF SELECTED CORRECTIVE ACTIONS WILL RESOLVE THE
PROBLEM
• TEST SELECTED SOLUTIONS PRIOR TO FULL-SCALE IMPLEMENTATION
• USE DECISION ANALYSIS TOOLS – CONSENSUS, CRITERIA, RATING ETC.
• EVALUATE ADVERSE AFFECTS CAUSED BY SOLUTION; USE FMEA
• CONSIDER SOLUTION’S IMPACT ON OTHER PROCESSES
• DEVELOP CONTINGENCY PLANS & COUNTERMEASURES
• PREPARE ACTION PLANS TO MANAGE VERIFICATON ACTIVITIES
• VERIFY THAT CUSTOMER IS SATISFIED WITH SOLUTION & WILL NOT CAUSE
ANY UNDESIREABLE SIDE EFFECTS TO THE CUSTOMER
CRITERIA MATRIX
97. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 97
USING 8D
DISCIPLINE 6 – IMPLEMENT PERMANENT CORRECTIVE ACTIONS
• PERMANENT ACTIONS SHOULD ANSWER “WHY DID THIS PROBLEM OCCUR?”
• ELIMINATES CONCERN WITHOUT CREATING OTHER PROBLEM
• ESTABLISH AN ACTION PLAN
• DEFINE ON-GOING PROCESS CONTROLS TO ENSURE CAUSE IS ELIMINATED
• STATISTICAL PLAN TO MEASURE EFFECTIVENESS OF CORRECTIVE ACTIONS
• IDENTIFY CONTINGENCY ACTIONS
• CONTROLS FOR MONITORING LONG-TERM EFFECTIVENESS
• DOCUMENT CHANGES
• PROVIDE TRAINGING FOR AFFECTED PERSONS TO CHANGES
• ONCE IN PRODUCTION MONITOR THE LONG-TERM EFFECTS OF
CORRECTIVE ACTIONS & IMPLEMENT CONTINGENCY ACTIONS IF NEEDED
98. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 98
USING 8D
ACTION PLANS
• HELPS COORDINATE TEAM EFFORTS
• IDENTIFIES TARGETS & DEADLINES
• ENSURES KEY STEPS ARE NOT MISSED
• BASIS FOR CHECKING PROGRESS
• HELPS IDENTIFY POTENTIAL CONFLICTS IN SCHEDULES
• IDENTIFY NEEDED RESOURCES
ACTION PLANS MAY INCLUDE:
• STEPS OR TASKS – ACTION ITEMS
• DESIRED OUTCOME – DELIVERABLE
• WHO IS RESPONSIBLE AS NEEDED RESOURCES
• PLANNED START & END DATES
• ACTUAL DATES
• OTHERS LIKE BOUNDARIES, HAZARDS, BUDGET, MILESTONES, ETC.
99. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 99
USING 8D
DISCIPLINE 7 – PREVENT RECURRENCE
• CONSIDER SYSTEMATICALLY, HOW THIS PROBLEM WAS ALLOWED TO
OCURR
• UNDERSTAND WHY SYSTEM ALLOWED PROBLEM TO DEVELOP
• AT WHAT POINT COULD THE PROBLEM HAVE BEEN PREVENTED?
• CHANGE MANAGEMENT SYSTEM, OPERATING SYSTEMS, WORK
INTRUCTIONS, PROCESS SET UP & CONTROL SHEETS.
• DOCUMENT NEW STANDARD PROCEDURES
• PROVIDE ADDITIONAL TRAINING TO AFFECTED EMPLOYEES TO NEW WORK
INSTRUCTIONS, STANDARDS, PROCEDURES ETC.
• APPLY PERMANENT SOLUTION TO OTHER AREAS WHICH COULD
EXPERIENCE THE SAME PROBLEM
100. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 100
USING 8D
CORRECTIVE ACTION IMPACT
• CONSIDER APPLYING SOLUTIONS/CONTROLS TO SIMILAR PRODUCTS &
PROCESSES
• PREVENT RECURRENCE OF PROBLEM IN DIFFERENT LOCATIONS
101. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 101
USING 8D
DISCIPLINE 8 – CONGRADULATE YOUR TEAM
• ACKNOWLEDGE SIGNIFICANCE & VALUE OF THE PROBLEM SOLUTION
• RECOGNIZE TEAM’S COLLECTIVE EFFORTS IN SOLVING THE PROBLEM AS
WELL AS INDIVIDUAL CONTRIBUTIONS
• DOCUMENT WHAT WAS LEARNED IN SOLVING THE PROBLEM WHICH WAS
SOLVED BUT ALSO ABOUT THE PROBLEM SOLVING PROCESS
• CONSIDER INVESTIGATING OTHER POTENTIAL CAUSES AS PREVETIVE
ACTIONS
• WRITE A CASE STUDY REPORT
102. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 102
USING 8D
TEAM CELEBRATION
• ALLOW TEAM MEMBERS TO IDENTIFY HOW THEY WISH TO CELEBRATE
THEIR ACHIEVEMENT
• PROVIDE FOR TEAM ONLY CELEBRATION
• PLAN FOR PUBLIC RECOGNITION OF TEAM
103. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 103
USING 8D
LESSIONS LEARNED - LEARNING TRANSFERENCE WORKSHEET
THIS WORKSHEET IS TO BE USED AFTER YOU COMPLETE YOUR INITIAL
PROBLEM SOLVING INITIATIVE. THEN YOU CAN REFER TO THE WORKSHEET
PERIODICALLY TO MAKE SURE THAT YOU CONTINUE TO GROW IN YOUR
PROBLEM SOLVING SKILLS
• LIST THE TEAM-PROBLEM-SOLVER SKILLS YOUR BE BRINGING TO YOUR
DAILY WORK ENVIRONMENT.
• IDENTIFY THREE WORK OPPORTUNIES FOR APPLYING THE 8 STEP
PROBLEM SOLVING PROCESS
• WHO CAN HELP YOU IN ADDRESSING THESE AREA? WHAT SPECIFICALLY DO
YOU NEED FROM EACH PERSON?
• WHAT PROBLEM SOLVING TOOLS DO YOU WANT TO STANDARDIZE IN YOUR
WORKPLACE?
• WHAT WILL YOU HAVE TO DO TO ENSURE THAT THEY BECOME PART OF
YOUR WORK ENVIRONMENT
104. INTRODUCTION TO SYSTEMATIC PROBLEM SOLVING 104
USING 8D
LESSIONS LEARNED - LEARNING TRANSFERENCE WORKSHEET CONT.
• LIST THREE THINGS THAT YOU HAVE LEARNED ABOUT YOURSELF BY
GOING THROUGH A TEAM BASED PROBLEM SOLVING EXPERIENCE
• HOW WILL YOU USE THIS KNOWLEDGE TO ENSURE THAT YOU ARE AN
EFFECTIVE TEAM PROBLEM SOLVER?