May 16 from 1:00 - 2:00 ET Presented by Chad Westbrook, AGCO In this webinar, you'll learn a structured approach to problem-solving using the following tools: 5G – A tool used to describe a loss phenomenon 5W1H – An approach to the revised phenomenon 4M1D – Defining the contributing factors to the revised phenomenon 4M1D Confirmation – Validating the contributing factors 5 Why’s – Root cause and effective countermeasures Chad Westbrook Chad Westbrook is a manufacturing engineering manager and AGCO Production System manager at AGCO Corporation. Chad has a bachelor's degree in Mechanical Engineering Related Technologies from Kansas State University.

1. A Structured Approach
to Problem-Solving
Host: Mark Graban
KaiNexus
Mark@KaiNexus.com
Presenter: Chad Westbrook
AGCO
Chad.Westbrook@agcocorp.com

2. Webinar Logistics
• Presentation (45 minutes)
• Q&A (10 minutes)
– Use the GoToWebinar
Meeting Panel to
submit a question at
any time
• Recording link & slides will be sent via email
– Also – see the “Handouts” feature and Chat box

3. Our Presenter
About Chad Westbrook
Chad Westbrook is a manufacturing
engineering manager and AGCO Production
System manager at AGCO Corporation. Chad
has a bachelor's degree in Mechanical
Engineering Related Technologies from
Kansas State University.

4. © 2012 AGCO Corporation All rights reserved.
Combines
4
3 Brands
5 Models

5. © 2012 AGCO Corporation All rights reserved.
Round Balers
5
2 Brands, 5 Models

6. © 2012 AGCO Corporation All rights reserved.
Small Square Balers
6
2 Brands, 6 Models

7. © 2012 AGCO Corporation All rights reserved.
Large Square Balers
7
3 Brands
7 Models

8. © 2012 AGCO Corporation All rights reserved.8
Self Propelled Windrowers
2 Brands
4 Models

9. © 2012 AGCO Corporation All rights reserved.
Pull Type Mowers
9
2 Brands
7 Models

10. © 2012 AGCO Corporation All rights reserved.
Headers
10
3 Brands
3 Models

11. • Overview the Structured Problem Solving Process
• 5G
• 5W1H - Phenomenon Description
• 4M1D & Confirmation
• 5 Whys
• Levels of Countermeasures and Controls
• Agco Example
Agenda
11

12. Structured Problem
Solving Process
12

13. 13
Structured Problem Solving Process
1.
5G
2.
5W1H
3.
4M1D &
Confirmation
4.
5 Whys
INITIAL
PHENOMENON
ROOT
CAUSE

14. 5G
14

15. 15
5G
1. Definition - 5G is a tool used to describe a loss phenomenon
• Safety
• Quality defect
• Minor stoppage
• Major breakdown
• Long set-up
• Parts shortage
• Etc.
2. Purpose
• To describe a situation in a complete and detailed way
• To keep a proper relationship between theory and practice
• To follow a logical flow during the process
3. When
• Use 5G during the first phase of problem investigation

16. 16
5G Process
GEMBA
GEMBUTSU
GENJITSU
GENRI
GENSOKU
Actual Place
Actual Things
Actual Facts
Principles
Standards &
Parameters
Go to the
spot
The workplace, the place where the event actually happens.
Don’t be tempted to assume you know the problem, there may be
things you will miss.
Examine
the
objects
The actual Materials, Processes, Machinery, People, and Objects
that are actually involved in an event
Check the
facts
Get the real facts and analyze the actual data
(what actually happened, what you can actually observe with your
own eyes, separate the facts from the assumptions)
Refer to
the theory
Principles and process
Follow the
standards
Standards & Parameters (physical values)

17. 5W1H-
Phenomenon Description
17

18. 18
5W1H – Phenomenon Description
1. What is a Problem (Initial Phenomenon)?
In Manufacturing:
• A deviation or gap between the current condition (what is) and the desired condition
(what should be) and the cause for the gap is unknown
2. What is the Revised Phenomenon?
• The origin of the word (in Greek) means to make visible that which cannot be seen
• It is an event or condition that results in a problem

19. 19
5W1H – Phenomenon Description
Initial
Phenomenon
Superficial
Analysis
with no
5G and 5W1H
Many
Possible
Causes
Vague
Phenomenon
Broad
Scope

20. 20
5W1H – Phenomenon Description
Initial
Phenomenon
= Possible Causes
= Root Cause
Deep and detailed analysis
using 5G during 5W1H
Specific
Revised
Phenomenon
Narrow
Scope

21. 21
5W1H – Phenomenon Description
Line: QE:
Machine: ME:
Date: Supervisor/CC:
Operator:
Initial Phenomenon:
Containment?
What?
When?
Where?
Who?
Which?
How?
Revised Phenomenon:
5W1H - PHENOMENON DESCRIPTION
What happened? What’s the phenomenon? Can we reproduce
the phenomenon? What does the phenomenon look like?
What machine, product, material? What size?
Are containment measures necessary? Are damaged or failed
parts accounted for? Is the delivery to any other customers
prevented? Are immediate measures documented and known
to all parties involved?
How is it being done? What is the extent of the phenomenon?
Is the process in control? How is the state of the equipment
changed from the optimal? How many times does the
phenomenon occur?
Where did you see the phenomenon? Where did the
phenomenon occur? Where on the equipment or material?
Who is doing it? Who does it affect? Who can generate the
phenomenon? Is it an individual or group? Is it skill related?
Which trend or pattern does the phenomenon have? Which
direction? Which factors influence the occurrence? Is it related
to any process variable?
When did the phenomenon start? When did the phenomenon
occur (date, time, shift)? When in the process (startup,
continuous, intermittent, shutdown, changeover)?

22. 22
5W1H – Phenomenon Description
Basic Information
• Date and participants in team
• What is the initial problem that was reported?
Line: QE:
Machine: ME:
Date: Supervisor/CC:
Operator:
Containment?
What?
5W1H - PHENOMENON DESCRIPTION
Initial phenomenon:
What does the phenomena look like? What product, machine,
Are containment measures necessary? Are damaged or failed
parts accounted for? Is the delivery to any other customers
prevented? Are immediate measures documented and known
to all parties involved?

23. 23
5W1H – Phenomenon Description
Containment
• Are containment measures necessary?
• Are damaged or failed parts accounted for?
• Is delivery to any other customers prevented?
• Are immediate measures documented and known to all parties involved?

24. 24
5W1H – Phenomenon Description
1 - What?
• What happened?
• What’s the phenomenon?
• Can we reproduce the phenomenon?
• What does the phenomenon look like?
• What machine, product, material?
• What size?
What?
What happened? What’s the phenomenon? Can we reproduce
the phenomenon? What does the phenomenon look like?
What machine, product, material? What size?

25. 25
5W1H – Phenomenon Description
2 - When?
• When did the phenomenon start?
• When did the phenomenon occur (date, time, shift)?
• When in the process (startup, continuous, intermittent, shutdown, changeover)?
When?
When did the phenomenon start? When did the phenomenon
occur (date, time, shift)? When in the process (startup,
continuous, intermittent, shutdown, changeover)?

26. 26
5W1H – Phenomenon Description
3 - Where?
• Where did you see the phenomenon?
• Where did the phenomenon occur?
• Where on the equipment or material?
Where?
Where did you see the phenomenon? Where did the
phenomenon occur? Where on the equipment or material?

27. 27
5W1H – Phenomenon Description
4 - Who?
• Who is doing it?
• Who does it affect?
• Who can generate the phenomenon?
• Is it an individual or group?
• Is it skill related?
Who?
Who is doing it? Who does it affect? Who can generate the
phenomenon? Is it an individual or group? Is it skill related?

28. 28
5W1H – Phenomenon Description
5 - Which?
• Which trend or pattern does the phenomenon have?
• Which direction?
• Which factors influence the occurrence?
• Is it related to any process variable?
Which?
Which trend or pattern does the phenomenon have? Which
direction? Which factors influence the occurrence? Is it related
to any process variable?

29. 29
5W1H – Phenomenon Description
1 - How and How many?
• How is it being done?
• What is the extent of the phenomenon?
• Is the process in control?
• How is the state of the equipment changed from the optimal?
• How many times does the phenomenon occur?
How?
How is it being done? What is the extent of the phenomenon?
Is the process in control? How is the state of the equipment
changed from the optimal? How many times does the
phenomenon occur?

30. 30
5W1H – Phenomenon Description
Revised Phenomenon
• What is the new abnormal condition creating the phenomenon?
5W1H process brings the same perception of the phenomenon to all
Revised Phenomenon:

31. 31
5W1H – Phenomenon Description
Desired
Observed
Initial Phenomenon – Hole oversized in spacer plate
Revised Phenomenon – Drill off angle

32. 4M1D and Confirmation
32

33. 33
4M1D – Fishbone Diagram (Ishikawa)
P lant:
4M1D Potential Phenomena
Department:
S ugges tion #
Machine/Area/S tation:
P roject Number:
METHOD MAN
MACHINEMATERIAL DESIGN
Revised Problem Statement
(from 5W1H)

34. 34
4M1D – Fishbone Diagram (Ishikawa)
Step 1
• Transfer the “Revised Phenomenon” from the 5W1H into the circle
P lant:
4M1D Potential Phenomena
Department:
S ugges tion #
Machine/Area/S tation:
P roject Number:
METHOD MAN
MACHINEMATERIAL DESIGN
Revised Problem Statement
(from 5W1H)
Line: QE:
Machine: ME:
Date: Supervisor/CC:
Operator:
Containment?
What?
When?
Where?
Who?
Which?
How?
How is the state of the equipment changed from the optimal?
How many times does the problem occur? Do problems
increase or decrease?
Revised phenomenon:
Where did you see the phenomena? Where on the equipment
or material did you see the phenomena?
Who does it effect? everyone? Is it a problem for some
individuals or teams? If so, what info can they offer? Is it skill
related?
Which trend or pattern does the phenomena have? E.g. Is the
phenomena more frequent on Monday mornings? After a
change-over? Or is it random in nature? Which direction does
the phenomena happen in? (Note: Not many phenomena are
truly random!)
When did the phenomena occur? When in the sequence of
operation; startup, continuous running, intermittent problem,
shutdown, changeover?
5W1H - PHENOMENON DESCRIPTION
Initial phenomenon:
What does the phenomena look like? What product, machine,
material, was being used? What size?
Are containment measures necessary? Are damaged or failed
parts accounted for? Is the delivery to any other customers
prevented? Are immediate measures documented and known
to all parties involved?

35. 35
4M1D – Fishbone Diagram (Ishikawa)
Step 2
• Modify the major categories if Material, Method, Machine, Man, and Design don’t fit the problem
P lant:
4M1D Potential Phenomena
Department:
S ugges tion #
Machine/Area/S tation:
P roject Number:
METHOD MAN
MACHINEMATERIAL DESIGN
Revised Problem Statement
(from 5W1H)

36. 36
4M1D – Fishbone Diagram (Ishikawa)
Step 3
• Brainstorm and document all contributing factors related to each main category
P lant:
4M1D Potential Phenomena
Department:
S ugges tion #
Machine/Area/S tation:
P roject Number:
METHOD MAN
MACHINEMATERIAL DESIGN
Revised Problem Statement
(from 5W1H)

37. 37
4M1D – Fishbone Diagram (Ishikawa)
Step 4
• Eliminate the trivial, non-important causes and cross them off.
• Discuss the remaining causes. Decide which are important and circle them.
P lant:
4M1D Potential Phenomena
Department:
S ugges tion #
Machine/Area/S tation:
P roject Number:
METHOD MAN
MACHINEMATERIAL DESIGN
Revised Problem Statement
(from 5W1H)
Important
Trivial

38. P lant:
S ugges tion #
4M Category Contributing Factors Cause Item Contributing Factors Cause Confirmation check OK Not OK Responsible
4M1D Confirmation Department:
Machine/Area/S tation:
P roject Number:
38
4M1D – Confirmation
Step 5
• Transfer all important causes to the 4M1D confirmation

39. P lant:
S ugges tion #
4M Category Contributing Factors Cause Item Contributing Factors Cause Confirmation check OK Not OK Responsible
4M1D Confirmation Department:
Machine/Area/S tation:
P roject Number:
39
4M1D – Confirmation
Step 6
• Confirm each potential root cause as a contributing factor or not

40. 5 Whys
40

41. 41
5 Whys
Simple problem solving tool that helps you identify a
countermeasure
5 Whys Process:
• Transfer non-confirmed “Not OK” effects from the 4M1D
• Start by asking “why?” the problem is happening
Ø Asking "why?" sounds simple, but answering it requires thought and
intelligent application. Search for answers that are grounded in fact: they
must be accounts of things that have actually happened – not guesses at
what might have happened
• The number “5” is not important. Continue asking “why?”
until you have reached an effective countermeasure and
you can go no further
• The path should make sense when read in reverse using
the statement “therefore”
1-Why 2-Why 3-Why 4-Why 5-Why
5 Whys
Effect
Potential causes
Action

42. 42
5 Whys – Machine Example
Replace the sealSolution
Coolant is leaking from machine
WHY
A seal was damaged
WHY
Metal shavings got into coolant
Coolant pump guard allowed
shavings to pass behind coolant
screen.
WHY
You discover coolant on the floor
WHY
Counter Measure
Design and install new
guard over the screen
Therefore
Therefore
Therefore

43. 1-Why 2-Why 3-Why 4-Why 5-Why
5 Whys
Effect
Potential causes
Action
P lant:
4M Category Potential Root Cause Item Potential Root Cause Confirmtion check OK Not OK Responsible
4M1D Confirmation
Department:
S ugges tion #
Machine/Area/S tation:
P roject Number:
P lant:
4M1D Potential Phenomena
Department:
S ugges tion #
Machine/Area/S tation:
P roject Number:
METHOD MAN
MACHINEMATERIAL DESIGN
Revised Problem Statement
(from 5W1H)
Line: QE:
Machine: ME:
Date: Supervisor/CC:
Operator:
Containment?
What?
When?
Where?
Who?
Which?
How?
How is the state of the equipment changed from the optimal?
How many times does the problem occur? Do problems
increase or decrease?
Revised phenomenon:
Where did you see the phenomena? Where on the equipment
or material did you see the phenomena?
Who does it effect? everyone? Is it a problem for some
individuals or teams? If so, what info can they offer? Is it skill
related?
Which trend or pattern does the phenomena have? E.g. Is the
phenomena more frequent on Monday mornings? After a
change-over? Or is it random in nature? Which direction does
the phenomena happen in? (Note: Not many phenomena are
truly random!)
When did the phenomena occur? When in the sequence of
operation; startup, continuous running, intermittent problem,
shutdown, changeover?
5W1H - PHENOMENON DESCRIPTION
Initial phenomenon:
What does the phenomena look like? What product, machine,
material, was being used? What size?
Are containment measures necessary? Are damaged or failed
parts accounted for? Is the delivery to any other customers
prevented? Are immediate measures documented and known
to all parties involved?
43
Combine all details to create a few sentences.
Root
Causes
Structured Problem Solving Process - Review
A B C
D
A
B
C
D
Check A
Check B
Check C
Check D
B Why Why Why
Why Why
WhyWhy Why Why
Actions
C
D
E

44. Levels of
Countermeasures and
Controls
44

45. Defect Awareness
• Use Visual Controls,
Training, Documentation,
and Communication to give
operators information that
may help prevent defects.
Defect Detection
• Test, Validate, or
Inspect the product to
catch defects before
they are passed on
Defect Prevention
• Mistake Proof the
product or process to
minimize the chance of
making a defect
Defect Elimination
• Error Proof the product or
process to completely
eliminate the opportunity of
making a defect
45
Levels of Countermeasures

46. 46
# Control Type
Symb
ol
Description
0 Defect source or where defect enters the line
1 Error Proofing ˜ AIAG definition. Defect cannot be made. (e.g. electrical connector is different and will not fit)
2
Mistake Proofing in the
Station
» AIAG definition. 100% inspection by machine measurement. (Ex: Defect cannot leave the station)
3 Mistake Proofing in Plant ¢ 100% inspection by machine measurement. Defect cannot leave the plant. (Ex: Electrical Test knockdown)
4 Alarming in Station X
Direct feedback to the operator is given to know when the job was done incorrectly. (e.g. buzzer when the operation is
not completed)
5 Alert Aid Ì
Direction is given to the operator to help make the right choice. (e.g. Color coding parts, flashing screen for low
option) Note: A posted OPL is not an alert.
6
100% inspection by
Measuring
p
Inspection with measurements made by 100% frequency. It can be manual or automated. If automatic, does not
provide line stop in the event of not-compliance.
7
100% inspection by sensory
check
¢
Inspection carried out by an operator to 100% of delivered components, the control is carried out through the use of
sensory check (visual, touch, audible).
8
Sampling inspection by
Measuring
®
Product checks by frequency and size pre-defined by a control plan. The control is carried out through the use of
proper measuring devices.
9
Sampling inspection by
sensory check
L Product checks by frequency and size pre-defined by a control plan. The control is carried out through the use of
sensory check (e.g. for aesthetic characteristics, presence of all components, etc.)
10
Check inspection by
Measuring
U
Product checks performed without defined frequency and size. The check inspection is generally fast. The control is
carried out through the use of proper measuring devices.
11
Check inspection by sensory
check
T
Product checks performed without defined frequency and size. The check inspection is generally fast. The control is
carried out through the use of sensory check (e.g. for aesthetic characteristics, presence of all components, etc.)
12 Defect can no longer be inspected
Levels of Controls

47. Real World Example
Air Leaks after assembly on
9980 Windrower
47

48. 48
Real World Example – 5G
1. Gemba – Go to the occurrence
2. Gembutsu – Examine the objects

49. 49
Real World Example – 5G
3. Genjitsu - Facts

50. 50
Line: QE:
Machine: ME:
Date: Supervisor/CC:
Operator:
Containment?
What?
When?
Where?
Who?
Which?
How?
How is the state of the equipment changed from the optimal?
How many times does the problem occur? Do problems
increase or decrease?
The cab should stay aired up after setting the cab onto windrower. The
airbag assembly has leaked air on 7 units a week for 4 straight weeks.
Revised phenomenon: Air leak on tractor cab suspension assembly 700206422 is occuring between the air hose
(700732457 and 71420658) and air fittings (700737815, 700737816 and 700737818).
Where did you see the phenomena? Where on the equipment
or material did you see the phenomena?
The phenomena is occuring between the fittings (700737815,
700737816 and 700737818) and air hose (700732457 and 71420658).
Who does it effect? everyone? Is it a problem for some
individuals or teams? If so, what info can they offer? Is it skill
related?
Assembly operator spends extra time and additional processes to reduce
leaks. Customers have submitted warranty claims on this issue.
Which trend or pattern does the phenomena have? E.g. Is the
phenomena more frequent on Monday mornings? After a
change-over? Or is it random in nature? Which direction does
the phenomena happen in? (Note: Not many phenomena are
truly random!)
The phenomena has happened on and off for the past 3 years. With the
new model year roll out, phenomena has happened on about every unit.
Rework
When did the phenomena occur? When in the sequence of
operation; startup, continuous running, intermittent problem,
shutdown, changeover?
The phenomena occurs when assembling the airbag assembly. After
installing the cab, the phenomena is very visible. Slow leaks may take 1-2
days to become visible.
5W1H - PHENOMENON DESCRIPTION
Initial phenomenon: Air ride leaks after assembly on 9980 windrowers
What does the phenomena look like? What product, machine,
material, was being used? What size?
The cab does not sit level due to air leaking out of the airbag assembly.
Assembly number 700206422.
Are containment measures necessary? Are damaged or failed
parts accounted for? Is the delivery to any other customers
prevented? Are immediate measures documented and known
to all parties involved?
Leaks are identified and rejected on finished goods units. Units are then
reworked.
Brock Wilkens
Derrick Eldridge
Bharath Gangichetty47200
9900 WR
12/17/2017

51. 51
P lant:
4M1D Potential Phenomena
Department:
S ugges tion #
Machine/Area/S tation:
P roject Number:
Air leak on tractor cab
suspension assembly
700206422is occuring
between the air hose
(700732457 and
71420658) and air fittings
(700737815, 700737816
and 700737818).
METHOD MAN
MACHINEMATERIAL
Air fittings 700737815,
700737816, 700737818
not to spec.
Using current work
instructions
Correcttools being used.
Air hose700732457
and 71420658 notto
spec.
Correctair hoses/fittings
used.
DESIGN
Revised Problem Statement
(from 5W1H)

52. 52
P lant:
Method Correct tools being used.
Using pliers and lube when it should be able
to install by hand
Brock Wilkens
Method Using current work instructions Current prints are in station Brock Wilkens
Design Correct air hoses/fittings used.
Incorrect hose being used with the fittings
called out
Brock Wilkens
Material Air fittings 700737815, 700737816, 700737818 not to spec. Dimensions of fittings meet spec. Bharath
Material Air hose 700732457 and 71420658 not to spec. Material and dimensions meet spec. Bharath
4M Category Potential Root Cause Item Potential Root Cause Confirmtion check OK Not OK Responsible
4M1D Confirmation
Department:
S ugges tion #
Machine/Area/S tation:
P roject Number:

53. 53
1-Why 2-Why 3-Why 4-Why 5-Why
Incorrect hose being
used with the fitting s
called out
Desig n did not consider
compatibility of the
components
Chang e to hose to meet
fitting specs
Using pliers and lube
when it should be able to
install by hand
Incorrect hose being
used with the fitting s
called out
Desig n did not consider
compatibility of the
components
Chang e to hose to meet
fitting specs
5 Whys
Effect
Potential causes
Action
Air leak on tractor cab
suspension assembly
700206422 is occuring
between the air hose
(700732457 and
71420658) and air
fittings (700737815,
700737816 and
700737818).
Hose is not approved to
use with push fittings.

54. 54

55. • Overview the Structured Problem Solving Process
• 5G
• 5W1H - Phenomenon Description
• 4M1D & Confirmation
• 5 Whys
• Levels of Countermeasures and Controls
• Agco Example
Summary
55

56. Announcements
(Then Q&A)

57. Future Webinars
• KaiNexus Office Hours
– May 30, 2019
– KaiNexus customers only…
• Chris Burnham
– Continuous Improvement Program Manager at Wright Medical
• June 5, 2019
• Open to all!

58. Other Resources
www.KaiNexus.com

59. Book Giveaway
Leanblog.org/kainexusgiveaway (Ends May 24)

60. Podcasts
• www.KaiNexus.com/podcasts
• Subscribe via:
– Apple Podcasts
– Google Play
– Stitcher
– Spotify (NEW!)

61. Q&A
• Web:
– www.kainexus.com
– blog.kainexus.com
• Webinars on Demand:
– www.kainexus.com/webinars
• Social Media:
– www.twitter.com/kainexus
– www.linkedin.com/company/kainexus
– www.facebook.com/kainexus Mark Graban
Senior Advisor, KaiNexus
Mark@KaiNexus.com
Presenter: Chad Westbrook
AGCO
Chad.Westbrook@agcocorp.com