Parallel session at European Lean Educator Conference 2017

1. www.prozesslernfabrik.de
Nijmegen, November 9th, 2017
Problem solving circles as work-integrated learning opportunity
European Lean Educator Conference 2017
Alyssa Meißnera
Christian Hertlea
Joachim Metternicha
Benjamin Jokovicb
aInstitute of Production Management, Technology and Machine Tools, Technische
Universität Darmstadt, Otto-Berndt-Str. 2, 64287 Darmstadt, Germany
bInstitute of Ergonomics, Technische Universität Darmstadt, Otto-Berndt-Straße
2, 64287 Darmstadt, Germany

2. Institute of Production Management, Technology and Machine Tools | Prof. Dr.-Ing. E. Abele / Prof. Dr.-Ing. J. Metternich | 250722JH1 | 1
Summary4
Evaluation3
Definition of Problem Solving Circles2
Motivation1
Agenda

3. Institute of Production Management, Technology and Machine Tools | Prof. Dr.-Ing. E. Abele / Prof. Dr.-Ing. J. Metternich | 250722JH1 | 2
Summary4
Evaluation3
Definition of Problem Solving Circles2
Motivation1
Agenda

4. Institute of Production Management, Technology and Machine Tools | Prof. Dr.-Ing. E. Abele / Prof. Dr.-Ing. J. Metternich | 250722JH1 | 3
Project ZielKom
Targeted and age-appropriate mediation of workplace-related
competencies through learning factories
Capture production-relevant and demography-oriented
competencies
Realization of the concepts at the Learning-Factory of the
TU Darmstadt and at cooperating partners
Development of demography-oriented competence-
mediation-concepts by means of the method of Shopfloor
Management
Evaluation and transfer of the findings into other fields

5. Institute of Production Management, Technology and Machine Tools | Prof. Dr.-Ing. E. Abele / Prof. Dr.-Ing. J. Metternich | 250722JH1 | 4
Motivation of research
See Liker, J./Meyer, D.: The Toyota Fieldbook, p. 419
How to systematically
develop competencies
on the shop floor?
Lean Learning
Organization
Value Stream
Management
Process
Improvement
Tools
Shop Floor
Management
Technical Tools /
Short Term Results
People Development
Isolated
Processes
Value
Stream
Management Orientation
How to systematically
develop competencies
on the shop floor?
Improvement
Focus

6. Institute of Production Management, Technology and Machine Tools | Prof. Dr.-Ing. E. Abele / Prof. Dr.-Ing. J. Metternich | 250722JH1 | 5
Concept of Shop Floor Management
How to solve problems in SFM?
Shop floor management is an integrated management system to systematically develop
processes and people on the shop floor by means of …
1. Performance management
2. Problem solving and continuous improvement
3. Leadership
4. Visual management
5. Competency development
Hertle et al. (2015): The next generation shop floor management – how to continuously develop competencies in manufacturing environments
Initial stabilization and
standardization
Shop floor meeting incl.
Deviation analysis,
Short-term counter
measures,
Escalation through the shop
floor management cascade
Identification of deviations
Gemba Walks,
Andon
KPIs actual vs. target
Standardization
of work documents
and procedures
(Check & Act)
Stabilisation of processes
(Plan & Do)
Systematic problem solving
(not part of the circle)
Targets (target
deployment)
Shopfloor
Management

7. Institute of Production Management, Technology and Machine Tools | Prof. Dr.-Ing. E. Abele / Prof. Dr.-Ing. J. Metternich | 250722JH1 | 6
Why use Problem solving circles?
▶ standardize and structurize problem solving
▶ use the knowledge of employees in production
▶ competency and knowledge exchange between younger and older employees in
the group
▶ solving problems to eliminate long-term consequences:
„longer working hours and
extra-shifts“
„discontent customers“

8. Institute of Production Management, Technology and Machine Tools | Prof. Dr.-Ing. E. Abele / Prof. Dr.-Ing. J. Metternich | 250722JH1 | 7
Summary4
Evaluation3
Definition of Problem Solving Circles2
Motivation1
Agenda

9. Institute of Production Management, Technology and Machine Tools | Prof. Dr.-Ing. E. Abele / Prof. Dr.-Ing. J. Metternich | 250722JH1 | 8
Requirements on problem solving circles
Literature research and interviews with the partnering companies
Requirements
Corporate culture that
supports learning
Visualization
Multiple contexts
Independent learning
Time to learn
Guideline for
team composition
Defined duration and rhythm
Organisational inclusion
Standardized procedures
Multiple perspectives
Partnering companies
Literature
Literature & Companies
Source: Sonntag et.al. (1998) Implementation arbeitsbezogener Lernumgebung p. 327-347

10. Institute of Production Management, Technology and Machine Tools | Prof. Dr.-Ing. E. Abele / Prof. Dr.-Ing. J. Metternich | 250722JH1 | 9
Problem solving circles
Definition of roles and parameters
Problem solving circles are temporary work groups, that follow the goal of solving problems
independently following a standardized procedure.
▶ Moderator: Leads and moderates the circle, is trained in problem solving methods,
functions as a methodological coach and supports the participants
▶ Participant: Helps to solve the problem, works in the area where the problem occurs
▶ External expert: Will be consulted if knowledge of other areas is required. Has expertise
in other areas of the company (e.g. quality control, other production area)
Parameters:
• Problem solving procedure of Kepner/Tregoe
• 3-5 participants meet on a weekly basis
• Meetings take place directly at the workplace
• Meetings are no longer than 60 minutes
• Prepared poster with problem solving templates

11. Institute of Production Management, Technology and Machine Tools | Prof. Dr.-Ing. E. Abele / Prof. Dr.-Ing. J. Metternich | 250722JH1 | 10
Phases of the problem solving circles
Process
Shop floor meeting
Team composition
Solution selection & Planning
Implementation
Evaluation & Standardization
Lessons learned
Search for solutions & assessment
Root cause analysis
Problem definition
Problem selectionShop floor Management
Approval of solution
External expert
External expert

12. Institute of Production Management, Technology and Machine Tools | Prof. Dr.-Ing. E. Abele / Prof. Dr.-Ing. J. Metternich | 250722JH1 | 11
Procedure of problem assignment within shop floor management
 Classification of the
problem in one or more
areas of competency
2 - Categorization
 Prioritization of the
problems according to
relevance and frequency
1 – Prioritizaion
 Selection of suitable
employees to solve the
problem
3 - Assignment
 Extended Skillmatrix „Is“
 Extended Skillmatrix „Goal“
Requirement

13. Institute of Production Management, Technology and Machine Tools | Prof. Dr.-Ing. E. Abele / Prof. Dr.-Ing. J. Metternich | 250722JH1 | 12
Requirements are the skill matrices of the employees
Extended skill matrix „Is“
Extended skill matrix „Goal“
Beschäftigte INDEX
Drehbearbeitung
stentrum
Montagearbeitsp
latz 1
Problemlösung Digitalisierung
und Computer
Herr Müller 3 3 2 1
Herr Meier 0 4 1 1
Frau Schmidt 2 3 1 1
Herr Schröder 0 3 2 4
Frau Mustermann 4 1 2 1
Beschäftigte INDEX
Drehbearbeitung
stentrum
Montagearbeitsp
latz 1
Problemlösung Digitalisierung
und Computer
Herr Müller 3 3 3 3
Herr Meier 0 4 2 2
Frau Schmidt 2 4 2 2
Herr Schröder 0 3 3 4
Frau Mustermann 4 2 2 2Competency-steps
0 – not relevant/ not available
1 – Novice has first insights, needs further instruction to utilize content
2 – Advanced can partly utilize content independently
3 – Expert can utilize content in new situations independently
4 – Trainer can utilize content in new situations independently and train others
Framework for
competencies/defined
qualifications

14. Institute of Production Management, Technology and Machine Tools | Prof. Dr.-Ing. E. Abele / Prof. Dr.-Ing. J. Metternich | 250722JH1 | 13
Step 1: Prioritization of the problems according to relevance and
frequency
Problem
Relevance: How relevant is the problem for the Company/ department/ customer?
► low/medium/high
Frequency: How often has the deviation/ problem occured?
► low/medium/high
Prioritization in: A Problems
B Problems
C Problems
D Problems1
4
7
2
5
8 9
6
3
relevance
frequencylow
low
medium
medium
high
high
A
C
B
D

15. Institute of Production Management, Technology and Machine Tools | Prof. Dr.-Ing. E. Abele / Prof. Dr.-Ing. J. Metternich | 250722JH1 | 14
Step 2: Classification of the problem in one or more areas of
competency
In which area of competency does
the problem fit?
Problem
INDEX turning
machine
Assembly line Problem solving Digitalization and
computers

16. Institute of Production Management, Technology and Machine Tools | Prof. Dr.-Ing. E. Abele / Prof. Dr.-Ing. J. Metternich | 250722JH1 | 15
Step 3a: Selection of suitable employees to solve the problem
For the selected competencies at least one competency level of 3 is needed
Problem
Extended „Is-“ skill matrix
 To solve the problem and transfer
competencies
Beschäftigte INDEX
Drehbearbeitung
szentrum
Montagearbeitsp
latz 1
Problemlösung Digitalisierung
und Computer
Herr Müller 3 3 2 1
Herr Meier 0 4 1 1
Frau Schmidt 2 3 1 1
Herr Schröder 0 3 2 4
Frau Mustermann 4 1 2 1
INDEX turning
machine
Assembly
line
Problem
solving
Digitalization
and computers
Employee

17. Institute of Production Management, Technology and Machine Tools | Prof. Dr.-Ing. E. Abele / Prof. Dr.-Ing. J. Metternich | 250722JH1 | 16
Step 3b: Selection of suitable employees to solve the problem
Beschäftigte INDEX
Drehbearbeitung
szentrum
Montagearbeitsp
latz 1
Problemlösung Digitalisierung
und Computer
Herr Müller 3 3 3 3
Herr Meier 0 4 2 2
Frau Schmidt 2 4 2 2
Herr Schröder 0 3 3 4
Frau Mustermann 4 2 2 2
Problem
Extended „Goal“- skill matrix
 To support competency development
For the selected competencies at least one competency level of 3 is needed
INDEX turning
machine
Assembly
line
Problem
solving
Digitalization
and computers
Employee

18. Institute of Production Management, Technology and Machine Tools | Prof. Dr.-Ing. E. Abele / Prof. Dr.-Ing. J. Metternich | 250722JH1 | 17
Problem solving methods used in the circles
The Template
Develop a thorough
understanding of the current
situation and define the problem
Identify the point of cause
(Ishikawa)
Complete a thorough root cause
analysis (5 Why)
Thoroughly consider alternative
solutions while building
consensus
Effectively implement the best
solution
plan – do (PDCA)
Evaluate, stabilise and then
standardise the solution
check – act (PDCA)
Reflect and learn from the
process
Source: R. Martin, unpublished

19. Institute of Production Management, Technology and Machine Tools | Prof. Dr.-Ing. E. Abele / Prof. Dr.-Ing. J. Metternich | 250722JH1 | 18
Summary4
Evaluation3
Definition of Problem Solving Circles2
Motivation1
Agenda

20. Institute of Production Management, Technology and Machine Tools | Prof. Dr.-Ing. E. Abele / Prof. Dr.-Ing. J. Metternich | 250722JH1 | 19
Performance of the survey of the problem solving circles
• Moderator completes a
full questionnaire
• Moderator completes
an external evaluation
for all participants
• Participants complete a full
questionnaire including an
external evaluation of the
moderator
Before the circle
Six to eight weeks after
the circle ended
Right after completing the
circle
The questionnaires include questions concerning the following three competencies:
• Professional
• Personal (self)
• social
The evaluation is performed through questionnaires that are filled out by the
participants of the circles
Source: S. Kauffeld (2003) Das Kompetenz-reflexions-Inventar (KRI), unpublished

21. Institute of Production Management, Technology and Machine Tools | Prof. Dr.-Ing. E. Abele / Prof. Dr.-Ing. J. Metternich | 250722JH1 | 20
Test series of circles and evaluation
Circle
Competency
Company 1
Circle 1
Company 2
Circle 1
Company 3
Circle 2
… 8
Professional evaluated evaluated evaluated Still in Evaluation
social evaluated evaluated evaluated Still in Evaluation
Personal (self) evaluated evaluated evaluated Still in Evaluation

22. Institute of Production Management, Technology and Machine Tools | Prof. Dr.-Ing. E. Abele / Prof. Dr.-Ing. J. Metternich | 250722JH1 | 21
Circle
Competency
Company 1
Circle 1
Company 2
Circle 1
Company 3
Circle 2
… 8
Professional evaluated evaluated evaluated Still in Evaluation
social evaluated evaluated evaluated Still in Evaluation
Personal
(self)
evaluated evaluated evaluated Still in Evaluation
Professional competency – company 1 circle 1
0
1
2
3
4
5
6
7
8
9
10
professionalcompetency
professional competency
moderator
self
moderator
external
participant 1
self
participant 1
external
participant 2
self
participant 2
external

23. Institute of Production Management, Technology and Machine Tools | Prof. Dr.-Ing. E. Abele / Prof. Dr.-Ing. J. Metternich | 250722JH1 | 22
Circle
Competency
Company 1
Circle 1
Company 2
Circle 1
Company 3
Circle 2
… 8
Professional evaluated evaluated evaluated Still in Evaluation
social evaluated evaluated evaluated Still in Evaluation
Personal
(self)
evaluated evaluated evaluated Still in Evaluation
Personal competency – company 2 circle 1
0
1
2
3
4
5
6
7
8
9
10
Personalcompetency
Personal (self) competency
moderator
self
moderator
external
participant 1
self
participant 1
external
participant 2
self
participant 2
external

24. Institute of Production Management, Technology and Machine Tools | Prof. Dr.-Ing. E. Abele / Prof. Dr.-Ing. J. Metternich | 250722JH1 | 23
Circle
Competency
Company 1
Circle 1
Company 2
Circle 1
Company 3
Circle 2
… 8
Professional evaluated evaluated evaluated Still in Evaluation
social evaluated evaluated evaluated Still in Evaluation
Personal
(self)
evaluated evaluated evaluated Still in Evaluation
Social competency – company 3 circle 1
0
1
2
3
4
5
6
7
8
9
10
socialcompetency
social competency
moderator
self
moderator
external
Particip. 1
self
Particip. 1
external
Particip. 2
self
Particip. 2
external
Particip. 3
self
Particip. 3
external

25. Institute of Production Management, Technology and Machine Tools | Prof. Dr.-Ing. E. Abele / Prof. Dr.-Ing. J. Metternich | 250722JH1 | 24
Summary4
Evaluation3
Definition of Problem Solving Circles2
Motivation1
Agenda

26. Institute of Production Management, Technology and Machine Tools | Prof. Dr.-Ing. E. Abele / Prof. Dr.-Ing. J. Metternich | 250722JH1 | 25
First results are positive, further Evaluation is needed
∑ Summary
• An effective method to solve problems and
develop competencies at the workplace
• Employees have to be matched accordingly
and need time to work in the groups
• Motivates employees to work together and to
learn
• Results are limited due to small test group
and the test environment
• Positive feedback of the employees towards
the circles, which underlines the potential
Outlook
• The rest of the circles still need to be
evaluated
• The third round of evaluation will show further
results, confirm or negate previous results
• For further evaluation more circles need to be
performed
• The circles will be implemented permanently
in the partnering companies
• During the project a tool was developed
which defines the matching of the team, the
tool will be implemented in the companies
and in the learning factory at the Institute

27. Institute of Production Management, Technology and Machine Tools | Prof. Dr.-Ing. E. Abele / Prof. Dr.-Ing. J. Metternich
If you have any questions, do not
hesitate to contact us.
Thank you for your
kind attention!
Prof. Dr.-Ing. Eberhard Abele
Prof. Dr.-Ing. Joachim Metternich
Institute of Production Management, Technology and Machine Tools
Technische Universität Darmstadt
Otto-Berndt-Straße 2
64287 Darmstadt
Phone: +49 61 51 | 16 20059
E-Mail: meissner@ptw.tu-darmstadt.de
Internet: www.prozesslernfabrik.de