This document discusses problem solving methods for process manufacturers. It introduces a webinar on problem solving featuring two speakers: David Hicks, Vice President and Maintenance Excellence Practice Leader, and Tim Nickerson, Client Manager and Management System SME. The webinar will cover ensuring quality and compliance, maximizing throughput and yield, and optimizing labor and productivity using problem solving tools and the DMAIC methodology.
Three Ways to Transition From “Fire Fighting” Mode to Boost GainsSafetyChain Software
Learn what's needed to stop “fighting fires” on the plant floor and acquire the capabilities to grow and sustain your hourly, daily, monthly, and yearly gains. Part 2 of a 3 part series.
Not having the ability to identify and rapidly respond to an abnormality means risking potential line shutdown, re-work, or maybe even a recall. Learn the steps needed to formalize and implement a proactive abnormality management program - including methods to error-proof your operations.
Avoiding Risk: Using a Tiered Management System to Improve Daily ExecutionSafetyChain Software
While on the quest to do more with less, manufacturers may not have a clear link between their strategy and the day-to-day operations. Without proper guidance and a regular feedback loop, the risk of missed steps, poor visibility, and reactionary actions only increase.
In the first part of a 3 part series, learn how a Tiered Management System helps to enable all team members, from the plant floor to the top floor, to identify operational issues, address root causes, and continuously course correct.
Key questions manufacturers will get answered include:
Why should a Tiered Management System be a critical component to daily operations?
What are the four tiers of an effective management system?
How are daily meetings structured and what are the outcomes?
What’s needed to effectively prepare for each meeting?
This document discusses Kaizen, or continuous improvement. It covers the 7 types of waste, 8 key elements of a Kaizen culture, benefits and difficulties of implementing Kaizen, and how to implement Kaizen in manufacturing. The document is a training on Kaizen principles and philosophy created by Riyanto in 2016.
modern approaches share a focus on producing exceptional outcomes and growing an outstanding culture. Today, it makes far more sense to bypass antiquated agility in favor of modern approaches.
Modern agile methods are defined by four guiding principles:
- Make people awesome
- Make safety a prerequisite
- Experiment & learn rapidly
- Deliver value continuously
These are the slides for the webinar delivered on 8-9-2016. The recording is available at http://www.slideshare.net/KarenMartinGroup/lean-leadership-part-1-of-3-webinars
Over the 16 years that we've been providing support to organizations at nearly every stage of the Lean journey, leadership has consistently emerged as the single most important determinant of success. Those organizations with deep leadership engagement soar, while those who don't fail to experience significant transformation.
In this first of three webinars, Karen shares the perspective and content that she and her team use when working with executives and senior leadership teams within the firm's clients.
She review the system of Lean principles, management practices, and tools, and then focuses on 6 of the topics leaders most commonly misunderstand or are unaware of:
1. Three of the core values that underlie Lean management
2. Key performance indicators
3. Visual management
4. Work standardization
5. Go and see (Gemba) management
6. The one environmental "don't" that destroys all Lean effort
Not a subscriber? To receive automatic notification of future webinars, gain access to our library of free assessments and templates, and receive our occasional newsletter with improvement tips: http://www.ksmartin.com/subscribe.
The document outlines an 8-step Focused Improvement process to maximize efficiency and minimize losses in production lines, processes, and equipment. The steps are: 1) set an improvement topic, 2) understand the current situation, 3) expose and eliminate abnormalities, 4) analyze causes, 5) plan improvements, 6) implement improvements, 7) check results, and 8) consolidate gains. The goal is to continuously improve operations using the Plan-Do-Check-Act framework.
This document discusses Kaizen and Continuous Process Improvement (CPI) methods. It defines Kaizen as making small, incremental improvements frequently to optimize processes and sustain gains over time. CPI focuses on control and maintaining improvements long term through projects that standardize changes. The document compares the two approaches, noting that Kaizen uses teams to iteratively enhance processes through hands-on problem solving, while CPI employs data-driven methodologies to maximize and preserve improvements. Both aim to reduce non-value-added activities and improve process performance, but Kaizen does so through frequent small tests of change rather than large one-time overhauls.
Three Ways to Transition From “Fire Fighting” Mode to Boost GainsSafetyChain Software
Learn what's needed to stop “fighting fires” on the plant floor and acquire the capabilities to grow and sustain your hourly, daily, monthly, and yearly gains. Part 2 of a 3 part series.
Not having the ability to identify and rapidly respond to an abnormality means risking potential line shutdown, re-work, or maybe even a recall. Learn the steps needed to formalize and implement a proactive abnormality management program - including methods to error-proof your operations.
Avoiding Risk: Using a Tiered Management System to Improve Daily ExecutionSafetyChain Software
While on the quest to do more with less, manufacturers may not have a clear link between their strategy and the day-to-day operations. Without proper guidance and a regular feedback loop, the risk of missed steps, poor visibility, and reactionary actions only increase.
In the first part of a 3 part series, learn how a Tiered Management System helps to enable all team members, from the plant floor to the top floor, to identify operational issues, address root causes, and continuously course correct.
Key questions manufacturers will get answered include:
Why should a Tiered Management System be a critical component to daily operations?
What are the four tiers of an effective management system?
How are daily meetings structured and what are the outcomes?
What’s needed to effectively prepare for each meeting?
This document discusses Kaizen, or continuous improvement. It covers the 7 types of waste, 8 key elements of a Kaizen culture, benefits and difficulties of implementing Kaizen, and how to implement Kaizen in manufacturing. The document is a training on Kaizen principles and philosophy created by Riyanto in 2016.
modern approaches share a focus on producing exceptional outcomes and growing an outstanding culture. Today, it makes far more sense to bypass antiquated agility in favor of modern approaches.
Modern agile methods are defined by four guiding principles:
- Make people awesome
- Make safety a prerequisite
- Experiment & learn rapidly
- Deliver value continuously
These are the slides for the webinar delivered on 8-9-2016. The recording is available at http://www.slideshare.net/KarenMartinGroup/lean-leadership-part-1-of-3-webinars
Over the 16 years that we've been providing support to organizations at nearly every stage of the Lean journey, leadership has consistently emerged as the single most important determinant of success. Those organizations with deep leadership engagement soar, while those who don't fail to experience significant transformation.
In this first of three webinars, Karen shares the perspective and content that she and her team use when working with executives and senior leadership teams within the firm's clients.
She review the system of Lean principles, management practices, and tools, and then focuses on 6 of the topics leaders most commonly misunderstand or are unaware of:
1. Three of the core values that underlie Lean management
2. Key performance indicators
3. Visual management
4. Work standardization
5. Go and see (Gemba) management
6. The one environmental "don't" that destroys all Lean effort
Not a subscriber? To receive automatic notification of future webinars, gain access to our library of free assessments and templates, and receive our occasional newsletter with improvement tips: http://www.ksmartin.com/subscribe.
The document outlines an 8-step Focused Improvement process to maximize efficiency and minimize losses in production lines, processes, and equipment. The steps are: 1) set an improvement topic, 2) understand the current situation, 3) expose and eliminate abnormalities, 4) analyze causes, 5) plan improvements, 6) implement improvements, 7) check results, and 8) consolidate gains. The goal is to continuously improve operations using the Plan-Do-Check-Act framework.
This document discusses Kaizen and Continuous Process Improvement (CPI) methods. It defines Kaizen as making small, incremental improvements frequently to optimize processes and sustain gains over time. CPI focuses on control and maintaining improvements long term through projects that standardize changes. The document compares the two approaches, noting that Kaizen uses teams to iteratively enhance processes through hands-on problem solving, while CPI employs data-driven methodologies to maximize and preserve improvements. Both aim to reduce non-value-added activities and improve process performance, but Kaizen does so through frequent small tests of change rather than large one-time overhauls.
Visual management controls systems techniquesKobi Vider
The document discusses visual management systems and techniques used to maintain an organized and efficient workplace. It describes how visual management systems provide visual trends of progress against goals and help identify opportunities for improvement. Key aspects of visual management systems include using metrics that are understood by all, have clear improvement targets, and can be tracked by the affected departments on a daily basis. Examples of common business metrics that can be visually tracked include quality, costs, delivery, inventory, customer service levels, productivity, and employee morale. Dashboards are highlighted as an effective visual tool to monitor current performance across these critical areas.
Visual management is an integral part of a Lean management system. Visual management uses displays, metrics and controls to help establish and maintain continuous flow, and giving everyone a view of the work along the value stream. It includes a set of techniques that make operation standards visible so that people can follow them more easily. These techniques expose waste so that it can be prevented and eliminated.
LEARNING OBJECTIVES:
1. Understand that visual management is an integral part of Lean transformation
2. Familiarize with the common visual tools such as red tagging, activity boards, A3 storyboards, mistake-proofing, one-point lessons, standard work, kanban, etc.
3. Gain knowledge on how to apply visual tools to add structure and stability to operations, reducing variation and increasing efficiency
CONTENTS:
Introduction
5S - The foundation for a visual workplace
Types of visual management
Visual displays
Visual metrics
Visual controls
Mistake-proofing
Andons
Warning sensors
Common visual tools
Red tagging
Activity board
A3 storyboard
One-point lesson
Standard work chart
Takt time versus actual
Kanban
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
The document discusses Toyota Kata, a method for developing a culture of continuous improvement. It involves two routines: the Improvement Kata, a daily routine at all processes to move each process towards its long-term vision through iterative experimentation; and the Coaching Kata, a daily routine that supports and maintains the Improvement Kata. Together these routines aim to sustain improvement efforts and learning across the organization over time.
The document discusses Lean methodology which focuses on eliminating waste to produce high quality products faster and at lower cost. Lean aims to streamline processes through techniques like single piece flow, just-in-time production, and eliminating non-value added activities to improve throughput, quality, and customer satisfaction. Key aspects of Lean covered include value stream mapping, reducing the seven wastes, line balancing, managing bottlenecks, setup reduction, pull systems, and visual management.
Too often root cause analysis of a development or support issue is skipped in our rush to recover. Often the actions taken address symptoms of the problem, but not the root cause. This presentation reviews two popular approaches for root cause analysis: 5 Whys and Fishbone.
Presented at Agile New England as an Agile 101 on 3 March 2023.
The document provides an overview of Six Sigma management. It defines Six Sigma as a statistical concept that measures quality in terms of defects, with the goal of 3.4 defects per million opportunities. It describes the Six Sigma phases of Define, Measure, Analyze, Improve, and Control (DMAIC). Key tools for Six Sigma include process mapping, design of experiments, measurement system analysis, and control plans. Critical roles include Champions, Master Black Belts, Black Belts, and Green Belts. Implementing Six Sigma can help reduce costs and improve customer satisfaction, quality, and competitive advantage.
We've Had it All Wrong: Manage Processes, Not peopleTKMG, Inc.
Recorded webinar: http://slidesha.re/1iuvE3F
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
For decades now, "management" has been synonymous with managing people. Meanwhile, processes, the lifeblood of an organization, remain largely unmanaged. In this webinar, Karen shares her views on why we need to change our thinking and her practical how-to's for making this vital pivot.
The document discusses daily management systems (DMS) which are used to manage processes through standard work and visual controls. It describes the components of a DMS including area readiness, performance tracking, problem solving, and communication. Standard work is emphasized as the key to maintaining processes and preventing backsliding. Effective strategy deployment is also highlighted as important for organizational alignment. Various examples of DMS boards, structures, and best practices for implementation are provided.
This document summarizes a seminar report on Six Sigma's DMAIC methodology and a case study on improving liquid metal yield at Ispat Industries Limited. [1] The report defines DMAIC as Six Sigma's five-step approach to drive variation out of processes. [2] It then details a case study where the team aimed to increase liquid metal yield from a baseline of 86.1% to a target of 87.88% through the DMAIC framework. [3] Key factors analyzed included hot metal percentage, scrap percentage, and arcing oxygen levels, with a test restricting oxygen leading to a 0.4% yield improvement.
The document describes the 8D Problem Solving process for addressing problems in organizations. The 8D process involves 8 disciplines (D0-D8) for defining the problem, identifying root causes, developing and verifying solutions, implementing corrective actions, and preventing recurrence. It aims to understand customer needs, gather details of issues, protect the customer, obtain management support, and recognize the project team upon completion. Following the 8D process can help organizations systematically solve problems and improve systems and processes.
The document provides an overview of APQP (Advanced Product Quality Planning) and PPAP (Production Part Approval Process). It defines APQP as a standardized product development process used by automakers and their suppliers. PPAP defines the requirements and procedures for approving a product or service for production. The purpose of APQP and PPAP is to ensure effective communication, identify potential issues early, and verify the supplier has the ability to meet all requirements before production starts.
Kaizen events are short, focused improvement projects that aim to drive quick changes and lead to a leaner business. They use a team-based approach over a short time period, such as 5 days, to identify problems and implement solutions. Key elements include establishing clear goals, dedicating resources to the event, focusing on implementation and action, and achieving immediate, measurable results. Successful kaizen events require planning, stakeholder engagement, change management strategies to sustain results, and defining the current and future states.
The document discusses continuous improvement at DuPont through respect for people. It outlines values of safety, environmental stewardship, ethics and respect. Respect for people involves creating a respectful culture that embraces differences and individuality. The document then lists ways that people may not feel respected or included. It provides an agenda for a meeting covering continuous improvement tools and generating project ideas. The meeting reviews concepts like lean, waste elimination and goals of variability, visibility and velocity. Opportunities and tools for improvement are discussed, including 5S, visual management and autonomous maintenance.
The document outlines the Digital Six Sigma DMAIC improvement process which includes defining opportunities, measuring performance, analyzing opportunities, improving performance, and controlling performance. It lists the main activities and key deliverables for each phase such as developing a team charter, process maps, measurement plans, identifying and validating root causes, generating and selecting solutions, and implementing and controlling solutions.
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
6σ activity involves applying statistical tools and processes to design, manufacturing, and service processes to identify factors that cause defects, take corrective actions, and increase customer satisfaction. The goal is to achieve a defect rate of 3.4 defects per million opportunities by shifting processes to the target and reducing variation. Implementing 6σ as a business strategy can help gain a competitive edge through improved quality, lower costs, and greater customer satisfaction.
Visual Factory is a concept focused on the visual perception.
Purpose = replace texts by communicating via “visual signals”:
- in work instructions and checklists (pictures of the equipment with control points)
- with local signage: tags, labels (what to measure, range, …), pictures
Benefits:
- quick and easy instructions
- reductions in injuries and strain
- increased efficiency and reactivity
- reduction of the variability and the non-conformity rate
- decreased training time…
The art of problem solving --> ensure you right the right business requiremen...Chris Lamoureux
The document provides tips and guidelines for developing effective business requirements. It discusses the importance of having a good problem solving process and defining requirements within that context. It then covers the key aspects of a problem solving framework, including identifying the problem, developing alternatives, selecting the best alternative, implementing it, and evaluating the solution. The rest of the document focuses on best practices for writing high quality requirements, such as making them verifiable, avoiding design details, using simple language, and proofreading thoroughly.
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
Visual management controls systems techniquesKobi Vider
The document discusses visual management systems and techniques used to maintain an organized and efficient workplace. It describes how visual management systems provide visual trends of progress against goals and help identify opportunities for improvement. Key aspects of visual management systems include using metrics that are understood by all, have clear improvement targets, and can be tracked by the affected departments on a daily basis. Examples of common business metrics that can be visually tracked include quality, costs, delivery, inventory, customer service levels, productivity, and employee morale. Dashboards are highlighted as an effective visual tool to monitor current performance across these critical areas.
Visual management is an integral part of a Lean management system. Visual management uses displays, metrics and controls to help establish and maintain continuous flow, and giving everyone a view of the work along the value stream. It includes a set of techniques that make operation standards visible so that people can follow them more easily. These techniques expose waste so that it can be prevented and eliminated.
LEARNING OBJECTIVES:
1. Understand that visual management is an integral part of Lean transformation
2. Familiarize with the common visual tools such as red tagging, activity boards, A3 storyboards, mistake-proofing, one-point lessons, standard work, kanban, etc.
3. Gain knowledge on how to apply visual tools to add structure and stability to operations, reducing variation and increasing efficiency
CONTENTS:
Introduction
5S - The foundation for a visual workplace
Types of visual management
Visual displays
Visual metrics
Visual controls
Mistake-proofing
Andons
Warning sensors
Common visual tools
Red tagging
Activity board
A3 storyboard
One-point lesson
Standard work chart
Takt time versus actual
Kanban
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
The document discusses Toyota Kata, a method for developing a culture of continuous improvement. It involves two routines: the Improvement Kata, a daily routine at all processes to move each process towards its long-term vision through iterative experimentation; and the Coaching Kata, a daily routine that supports and maintains the Improvement Kata. Together these routines aim to sustain improvement efforts and learning across the organization over time.
The document discusses Lean methodology which focuses on eliminating waste to produce high quality products faster and at lower cost. Lean aims to streamline processes through techniques like single piece flow, just-in-time production, and eliminating non-value added activities to improve throughput, quality, and customer satisfaction. Key aspects of Lean covered include value stream mapping, reducing the seven wastes, line balancing, managing bottlenecks, setup reduction, pull systems, and visual management.
Too often root cause analysis of a development or support issue is skipped in our rush to recover. Often the actions taken address symptoms of the problem, but not the root cause. This presentation reviews two popular approaches for root cause analysis: 5 Whys and Fishbone.
Presented at Agile New England as an Agile 101 on 3 March 2023.
The document provides an overview of Six Sigma management. It defines Six Sigma as a statistical concept that measures quality in terms of defects, with the goal of 3.4 defects per million opportunities. It describes the Six Sigma phases of Define, Measure, Analyze, Improve, and Control (DMAIC). Key tools for Six Sigma include process mapping, design of experiments, measurement system analysis, and control plans. Critical roles include Champions, Master Black Belts, Black Belts, and Green Belts. Implementing Six Sigma can help reduce costs and improve customer satisfaction, quality, and competitive advantage.
We've Had it All Wrong: Manage Processes, Not peopleTKMG, Inc.
Recorded webinar: http://slidesha.re/1iuvE3F
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
For decades now, "management" has been synonymous with managing people. Meanwhile, processes, the lifeblood of an organization, remain largely unmanaged. In this webinar, Karen shares her views on why we need to change our thinking and her practical how-to's for making this vital pivot.
The document discusses daily management systems (DMS) which are used to manage processes through standard work and visual controls. It describes the components of a DMS including area readiness, performance tracking, problem solving, and communication. Standard work is emphasized as the key to maintaining processes and preventing backsliding. Effective strategy deployment is also highlighted as important for organizational alignment. Various examples of DMS boards, structures, and best practices for implementation are provided.
This document summarizes a seminar report on Six Sigma's DMAIC methodology and a case study on improving liquid metal yield at Ispat Industries Limited. [1] The report defines DMAIC as Six Sigma's five-step approach to drive variation out of processes. [2] It then details a case study where the team aimed to increase liquid metal yield from a baseline of 86.1% to a target of 87.88% through the DMAIC framework. [3] Key factors analyzed included hot metal percentage, scrap percentage, and arcing oxygen levels, with a test restricting oxygen leading to a 0.4% yield improvement.
The document describes the 8D Problem Solving process for addressing problems in organizations. The 8D process involves 8 disciplines (D0-D8) for defining the problem, identifying root causes, developing and verifying solutions, implementing corrective actions, and preventing recurrence. It aims to understand customer needs, gather details of issues, protect the customer, obtain management support, and recognize the project team upon completion. Following the 8D process can help organizations systematically solve problems and improve systems and processes.
The document provides an overview of APQP (Advanced Product Quality Planning) and PPAP (Production Part Approval Process). It defines APQP as a standardized product development process used by automakers and their suppliers. PPAP defines the requirements and procedures for approving a product or service for production. The purpose of APQP and PPAP is to ensure effective communication, identify potential issues early, and verify the supplier has the ability to meet all requirements before production starts.
Kaizen events are short, focused improvement projects that aim to drive quick changes and lead to a leaner business. They use a team-based approach over a short time period, such as 5 days, to identify problems and implement solutions. Key elements include establishing clear goals, dedicating resources to the event, focusing on implementation and action, and achieving immediate, measurable results. Successful kaizen events require planning, stakeholder engagement, change management strategies to sustain results, and defining the current and future states.
The document discusses continuous improvement at DuPont through respect for people. It outlines values of safety, environmental stewardship, ethics and respect. Respect for people involves creating a respectful culture that embraces differences and individuality. The document then lists ways that people may not feel respected or included. It provides an agenda for a meeting covering continuous improvement tools and generating project ideas. The meeting reviews concepts like lean, waste elimination and goals of variability, visibility and velocity. Opportunities and tools for improvement are discussed, including 5S, visual management and autonomous maintenance.
The document outlines the Digital Six Sigma DMAIC improvement process which includes defining opportunities, measuring performance, analyzing opportunities, improving performance, and controlling performance. It lists the main activities and key deliverables for each phase such as developing a team charter, process maps, measurement plans, identifying and validating root causes, generating and selecting solutions, and implementing and controlling solutions.
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
6σ activity involves applying statistical tools and processes to design, manufacturing, and service processes to identify factors that cause defects, take corrective actions, and increase customer satisfaction. The goal is to achieve a defect rate of 3.4 defects per million opportunities by shifting processes to the target and reducing variation. Implementing 6σ as a business strategy can help gain a competitive edge through improved quality, lower costs, and greater customer satisfaction.
Visual Factory is a concept focused on the visual perception.
Purpose = replace texts by communicating via “visual signals”:
- in work instructions and checklists (pictures of the equipment with control points)
- with local signage: tags, labels (what to measure, range, …), pictures
Benefits:
- quick and easy instructions
- reductions in injuries and strain
- increased efficiency and reactivity
- reduction of the variability and the non-conformity rate
- decreased training time…
The art of problem solving --> ensure you right the right business requiremen...Chris Lamoureux
The document provides tips and guidelines for developing effective business requirements. It discusses the importance of having a good problem solving process and defining requirements within that context. It then covers the key aspects of a problem solving framework, including identifying the problem, developing alternatives, selecting the best alternative, implementing it, and evaluating the solution. The rest of the document focuses on best practices for writing high quality requirements, such as making them verifiable, avoiding design details, using simple language, and proofreading thoroughly.
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
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.
This document provides an overview of root cause analysis and problem solving techniques. It discusses key Lean concepts like understanding customers, eliminating waste, and value stream mapping. Various problem solving tools are also explained, including the 5 whys technique for identifying root causes, metrics for problem definition, fishbone diagrams, and gemba walks. The 4 steps of problem solving - describing the problem, analyzing root causes, proposing solutions, and implementing changes - are outlined. The goal is to teach organizations how to systematically analyze and address problems to prevent recurrence.
The document outlines a training on problem solving and establishes a standard process for resolving problems efficiently and effectively while minimizing business impact. It discusses definitions of problem management, roles in the process, and common mistakes to avoid. The core of the training is a 6-step problem solving process: 1) identifying the problem, 2) analyzing the problem, 3) generating potential solutions, 4) selecting and planning solutions, 5) implementing solutions, and 6) evaluating solutions. Key aspects covered include properly defining problems, using tools to thoroughly analyze root causes, considering multiple solutions, and planning for tradeoffs.
The document summarizes a leadership training workshop. The purpose of the workshop is to improve business and leadership skills, learn from peers, share best practices, and build industry networks. It discusses dealing with volatile, uncertain, complex and ambiguous (VUCA) business conditions. Key topics covered include future management trends, online training resources, problem solving techniques, decision making tools, and increasing productivity. Participants engage in exercises to analyze leadership gaps, develop strategic plans, solve problems, and improve time management. The workshop provides tools and frameworks to help leaders navigate challenging business environments.
Do you have an OEE calculator? TBM Operations consultants share their framework for demonstrating process improvements in financial terms so you can convince senior management that OEE improvement should be a top priority in 2022.
PI Boot Camp 2015.06 Participant PacketMike Rudolf
This document provides an overview of a performance improvement boot camp. It begins with an icebreaker exercise about problems with the Jefferson Memorial. It then discusses various quality improvement tools and methodologies like DMAICS, Lean Six Sigma, root cause analysis, and process mapping. The document emphasizes defining problems, collecting meaningful data, and using a structured process like DMAICS to drive improvement. It provides examples of how to measure processes, analyze data, identify issues, and implement solutions to optimize performance.
The basic concept of TQM
Works methods
Processes and practices
If the participants happen to be an instructor, they will become high-quality instructor and will able to develop high-quality students who can be matched with the global standards.
This document introduces Lean thinking and the PDSA (Plan-Do-Study-Act) method. Lean focuses on maximizing value for the customer while minimizing waste. The benefits of Lean include stability, organizational vitality, and respect for people. PDSA is Lean's version of the scientific method for testing changes by planning a change, doing it, studying the results, and acting on what is learned. The document provides details on how to structure each component of a PDSA cycle, including defining the problem, setting goals, analyzing root causes, developing countermeasures, experimenting, studying outcomes, and adjusting for continuous improvement.
The Value Management SIG presented Chris Samson and Daniel Rahamim from London Underground who offered an insight to the organisational approach of implementing Lean principles in one of London Underground's major upgrade programmes.
Want to ensure everything you do adds value to your business? Want to make a real difference to business performance and customer satisfaction?
This challenge was taken up by London underground’s Sub Surface Upgrade Programme (SUP) 18 months ago amidst a time of cost savings, programme review and ever increasing expectations and scrutiny from our stakeholders and customers.
This document provides an overview of various problem solving tools that can be used to analyze issues, identify root causes, and develop solutions. Some of the key tools discussed include:
1. The Deming wheel of improvement which is a cyclical process of plan, do, check, act.
2. The 5 whys technique which involves asking why 5 times to drill down to the root cause of a problem.
3. Brainstorming techniques for generating many ideas without criticism to solve problems.
4. Cause and effect diagrams (fishbone diagrams) that categorize potential causes for a problem or effect.
5. Pareto charts that identify the most important causes based on frequency to prioritize
EuroSTAR Software Testing Conference 2009 presentation on Spend Wisely, Test Well by John fodeh. See more at conferences.eurostarsoftwaretesting.com/past-presentations/
The document discusses operations systems for startups. It emphasizes building well-defined systems before hiring teams to ensure work is done predictably and efficiently. Key principles outlined include treating all internal customers well, managing by exception to focus on problems, solving each problem only once, and using "trim tabs" or minimal adjustments to influence outcomes. The document also provides templates and examples for defining department processes and product roadmaps.
This document discusses various problem solving tools and techniques. It begins by describing the importance of root cause problem solving over simply treating symptoms. It then discusses different problem solving tools like 5 whys, logic trees, and 7 step problem solving and how to select the appropriate tool based on the situation. It provides examples of each tool. The key takeaways are that the level of complexity will determine the best tool, and many problems can be solved quickly with root cause analysis or 5 whys. Logic trees are useful for organizing problem solving efforts.
This slide presentation reviews the Six Sigma DMAIC Fundamentals. It provides a real Case Study on how the process was utilized to develop substantial financial improvements.
This document provides an overview and summary of a webinar on taking a team approach to problem solving. The webinar covered a six-step problem solving methodology: 1) identify the problem, 2) analyze the problem, 3) generate potential solutions, 4) select and plan the solution, 5) implement the solution, and 6) evaluate the solution. Various tools that can be used at each step of the methodology are described, such as check sheets, flow charts, Pareto charts, and root cause analysis for problem analysis, and criteria rating, consensus building, and Gantt charts for selecting and planning solutions. The benefits of using a structured team approach and problem solving methodology are highlighted.
This document discusses quality and quality tools for problem solving. It begins with definitions of quality, including that quality means meeting customer needs and including the customer perspective. It then discusses total quality management and elements of customer satisfaction. It introduces several quality tools for problem solving, including the seven basic QC tools, five whys, and Shainin techniques. It provides examples of using these tools, such as a fishbone diagram, checksheet, and component search. The overall document provides an overview of quality concepts and tools that can be used to solve problems and improve processes.
This document summarizes the eight steps of the Simplex problem-solving model: 1) Problem Finding, 2) Fact Finding, 3) Problem Definition, 4) Idea Finding, 5) Selection & Evaluation, 6) Planning, 7) Sell Idea, and 8) Action. The model is a circular process for solving current problems and identifying new problems on an ongoing basis. Each step of the process is described in one to three sentences with techniques for implementation.
Similar to Fixing the Problems in Your Operations Problem-Solving Methods (20)
Human error is a frequent cause of allergen-related recalls in food manufacturing, often happening when management systems are not designed to prevent errors.
Preventing an allergen recall requires an understanding of production processes, a focus on consistency, and effective communication with upper management. In this presentation, we’ll focus on what tools and practices are needed to prevent costly allergen-related recalls including:
• Awareness of the broad financial implications of an allergen-related recall
• How to align with upper management on allergen control measures
• Bridging allergen control processes with quality control to ensure consistency and compliance
An unannounced inspection from the FDA - or other regulatory agency - could result in uncertainty and anxiety within your team. If someone does not clearly understand what the inspector is looking for, or can’t produce what is being asked of them, these mishaps might place the inspection at risk.
During this presentation you’ll learn what critical areas to prepare for should an unexpected regulatory inspection occur, along with training tips to help empower your team to navigate inspections with confidence.
Discussion items include:
• Understanding the scope of the inspection
• Critical documents that should be prepared
• Management and training processes to ensure an “always-ready” culture
• Planning tips to know who is responsible for what and when
Presented by Mary Hoffman, Sr. Director of Food Safety at The Acheson Group
Unlock complete visibility into your operations and promote ongoing compliance with our robust solutions: https://safetychain.com/industries/food-and-beverage-manufacturers
Preparing for the FDA’s Enforcement of the Intentional Adulteration RuleSafetyChain Software
Presented by Christopher Snabes [Director, Food Safety @ The Acheson Group]
Watch the replay of this presentation: https://info.safetychain.com/replay-enforce-fda-ia-rule
Abstract:
Understand the purpose, intent, and unique enforcement of the IA Rule, including the relationship between food safety and food defense requirements, what could result in a Form 483a, and how the IA Rule expands across the supply chain, both domestically and abroad.
Learn essential tips to help you prepare ahead of a FSMA Food Defense audit, what the FDA expects a facility to have in a written food defense plan, and how to train your teams to identify Actionable Process Steps (APS) and proactively mitigate risks, including required management components.
Transforming Workplace Culture Through Digital Plant ManagementSafetyChain Software
[Watch the Recording: https://info.safetychain.com/transform-workplace-culture]
Like many manufacturing industries, annual turnover in poultry processing is extremely high. But, at Lincoln Premium Poultry (LPP) things are different. With a turnover rate of under 40% and a 100% staffing level, LPP is using digital plant management technology to transform its company culture into a place where people want to come to work every day.
Join Cindie Serrano, Training and Strategic Initiatives Manager at Lincoln Premium Poultry, who will discuss how LPP collects, views, and reports data across their plant to create a data-driven and transparent culture for all employees.
You’ll Learn:
• The challenges LPP was looking to solve through digitization
• How better data analysis helped LPP focus on safety, people, and culture
• The types of data LPP is collecting from across the plant floor
• How LPP gave their employees a voice through data
• The results to date, including a story of more than $200K in savings per month
Watch the replat here:
Presentation Abstract:
The FDA has finally released an update to the Preventive Controls/Human Foods Rule draft guidance, including a revised Appendix 1: Known or reasonably foreseeable hazards.
This means clearer steps to identify potential dangers in your food products.
But what's changed? The new Appendix 1 now includes a listing of potential biological and chemical hazards for 16 different food types. Plus, it clarifies the importance of considering process-related hazards too. Think of it as your personalized starting point for the Hazard Analysis process, a crucial step in ensuring food safety.
Presented by Dr. Ruth Petran, Sr. Advisor of Food Safety for The Acheson Group
See more FSMA Friday episodes at https://safetychain.com/resources/webinars
Exploring the Buzz: Opportunities and Challenges in the Rise of Alternative F...SafetyChain Software
Watch the Replay: https://info.safetychain.com/fsma/opportunities-risk-alternative-food
As consumer preferences for environmentally friendly options increase, shifting towards alternative foods - such as insect-based ingredients - means both opportunities and challenges for food manufacturers.
In this webinar, we’ll discuss the emerging trend toward adopting alternative food and ingredients in North American manufacturing, what food safety regulators and certification programs might be impacted, and how you can prepare.
• Benefits for alternative food products, from consumer demand, to sustainability
• Managing the risks, from testing to labeling
• Food safety guidance and future requirements
Presented by Kate McInnes, Sr. Manager of of Food Safety at The Acheson Group.
Food safety goes beyond certification and regulatory compliance as a fundamental part of a company’s identity - and can even become a strategic advantage. But if there is complacency outside of the FSQA role, operations, production goals, and brand reputation may be at risk.
In this webinar, join award-winning food safety expert, Sebnem Karasu, who will share proven tips to awaken a company-wide food safety culture that not only will help ensure compliance with FDA regulations and food safety schemes such as BRC and SQF, but will also keep production lines running, and increase customer satisfaction.
Food and Beverage manufacturers will learn best practices for:
• Developing a collaborative food safety program that includes insights from ALL parts of the organization
• Building a pervasive culture of awareness and continuous training to transform employees into vigilant guardians of food safety
• Accelerating food safety certification processes and enhance brand reputation
Using Monthly Inspections as a Tool for Prerequisite Program VerificationSafetyChain Software
Most food manufacturers conduct regular internal inspections to verify FSMA or GFSI requirements are being met - BUT, why then do so many struggle to assess the monthly health of their food safety programs?
See how to identify and correct weaknesses in the verification processes to accurately monitor facility and hygiene program effectiveness, and what tools can help streamline both internal and external audits.
In this presentation you will learn specific tools to help you:
• Identify gaps in your Prerequisite Programs, and how build in more controls
• Share pertinent food safety data during regular management meetings
• Ensure data is ready for annual verification of programs and auditor assessments
Achieving Food Safety Culture Maturity: From Audit-Readiness to Business SuccessSafetyChain Software
Watch the full replay video: https://info.safetychain.com/food-safety-maturity
Food safety audits, whether for FDA compliance, GFSI certification, or meeting requirements from a key customer, often require significant time (sometimes months) and resources to prepare for - But it doesn't have to.
In this webinar, learn what’s needed to mature your company’s food safety culture to truly be audit-ready all the time. Understand what business growth benefits your company can realize if done properly, and gain practical tips to influence others outside of the food safety and quality function to continuously support food safety goals.
Presenter: Dr. Rolando Gonzalez | Chief Scientific Officer at The Acheson Group
The Need-to-Haves, Nice-to-Haves, and Benefits of Supply Chain TraceabilitySafetyChain Software
Watch the replay here: https://info.safetychain.com/needs-benefits-supply-chain-traceability
Since the final FSMA 204 rule was established in late 2022, food manufacturers have been looking into what they'll need to meet the requirements before the deadline.
In this presentation we explored the effects of FSMA 204 food traceability methods and import rules, the impact to domestic and foreign suppliers, and the many potential benefits data tracking has to keep consumers healthy while driving down costs.
Food and Beverage Manufacturers, Producers, and Suppliers will learn:
• What's needed to strengthen food safety systems for effective data gathering
• How data tracing can lead to increased cost savings and productivity
• Where the Food Traceability List (FTL) is changing hazard management
• How to manage a culture of food safety to help maintain traceability and food safety FSMA requirements
Presented by Dr. Liliana Casal-Wardle | Executive Sr. Director, Food Safety @ The Acheson Group
Elevating Food Safety:Tackling Hazards for a Stronger Food Safety CultureSafetyChain Software
This document announces a webinar on tackling hazards for a stronger food safety culture. Sam Davidson, a food safety director with over 30 years of experience, will discuss performing hazard analysis and risk assessment and establishing a food safety culture. The webinar will cover identifying specific hazards, determining appropriate controls, implementing preventive controls or HACCP plans, and the importance of management commitment, documentation, and food safety team meetings. Resources on food safety guidance and success stories are also provided.
[Watch the Full Recording] https://info.safetychain.com/removing-pinch-points-in-food-safety-plan
From changing supplier quality to keeping HAACP plans updated, there are many risk factors when meeting food safety compliance or certification standards.
With more than 27 years of risk mitigation and regulatory compliance experience, Jeff Eisert, CEO of Food Safety Engineers, describes what areas to target to reduce potential risk within your food safety plan, and how closing up these pinch points will create business opportunities.
Food manufacturers will hear real-world examples and learn:
- What common food safety processes put compliance at risk
- How to ensure suppliers keep you compliant
- What might be missing from your HACCP plan
From QMS to FSMS: Intersecting Compliance, Audit-Readiness, and ProductionSafetyChain Software
This document provides an overview of a webinar on intersecting quality management systems (QMS) and food safety management systems (FSMS). It discusses how QMS and FSMS have evolved from standards like ISO 9000 and ISO 22000. Key aspects covered include hazard analysis, prerequisite programs, HACCP, and how integrating QMS and FSMS can improve efficiency. The webinar speaker, Ranjeet Klair, has over 20 years of experience in food safety and will discuss best practices for compliance and audit-readiness.
Strengthening Your Supply Chain Program: Insights for RAC Producers & Food Ma...SafetyChain Software
Watch the full replay at: https://info.safetychain.com/webinar-replay-strengthen-farm-to-manufacture-supply-chain
When it comes to food safety, everyone from the grower, producer, manufacturer, and distributor should be in lock step.
In this presentation, Angela Ferelli Gruber, Manager of Food Safety at The Acheson Group, will compare two sides of food safety for raw agricultural commodities (RAC) that are made into food - at the farm and in the facility. Dr. Ferelli Gruber will provide approaches to strengthen food safety programs of producers as well as supplier evaluation procedures of manufacturers to proactively mitigate risk and comply with changing FSMA regulations.
Food growers, producers, and manufacturers will learn:
• How farms can create strong food safety programs
• Strategies to enhance visibility into potential food safety risks of raw agricultural commodities
• How to manage supplier risk, including identifying hazards and obtaining necessary approvals
• Where the FDA Food Traceability Rule will impact the produce supply chain
Watch the replay at: https://info.safetychain.com/influence-food-safety
Food safety is typically considered a cost center because it doesn’t directly support revenue generation.
But what if you could position food safety as a business enabler, able to break down functional silos to integrate food safety into every part of the organization?
This perspective is within reach when food safety leaders and practitioners know when and how to effectively influence change.
In this presentation, food safety experts, Tia Glave and Jill Stuber of Catalyst, teach insights and actionable guidance into:
• Why food safety isn’t viewed as a critical business enabler today
• How to shift negative perceptions and use influence to expand food safety culture
• What food safety leaders can do to expand their circle of influence and leverage relationships to achieve food safety and business results
Watch the presentation recording: https://info.safetychain.com/webinar-replay-pass-food-retail-audits
In this webinar, Dr. Karla Acosta, Food Safety Manager at The Acheson Group, helps identify the not-so-obvious areas where regulators look when conducting retail food establishment audits/inspections.
Key Takeaways for Food Retailers and Manufacturers Include:
• Understand critical inspection areas, including sanitation, labeling, HACCP, and record-keeping.
• Best practices for maintaining food safety protocols to prevent bacteria growth, cross-contamination, and spoilage.
• What documentation and record-keeping frequency is needed to ensure consistent adherence to food safety practices and regulations.
Watch the Recording: https://info.safetychain.com/untangle-digitization-knots
In this presentation, you will see examples of how even the smallest wrong decision about connecting your facility could morph into compounding issues for a digitization initiative. You will also see what steps to take upfront to ensure a successful project – and prevent you from spending tens of thousands of dollars in fixes later on.
Plant Leaders, Operations, and Engineering Professionals will learn:
• What to plan for before working with an OEM, Integrator, MSP, or internal resources to help future-proof your manufacturing network
• Best practices for clearly communicating expectations with project stakeholders, and implementation teams
• Simple steps to save you from costly scope creep and an unsuccessful implementation
Presented by Arthur Laszczewski, VP of Operations at Mode40
Learn what controls your Environmental Monitoring Program (EMP) should include to prevent pathogens from entering your facility and what common pitfalls to avoid for more effective pathogen containment.
Presenter: Mary Hoffman | Director, Food Safety | The Acheson Group
Watch the Replay:
https://youtu.be/A9QNk9sqsLk
Related Resource - Free eGuide:
5 Keys to Building a Better Food Safety Culture
https://info.safetychain.com/download-5-keys-building-better-food-safety-culture
The Five Keys to Building a Better Food Safety Culture in 2023SafetyChain Software
Recognized food safety leader Lone Jespersen, PhD, (Founder & Principal of Cultivate) discusses how leading companies are taking a proactive approach to strengthen food safety culture. Dr. Jespersen will share insights based on science, the work of the GFSI technical working group, and from her own in-depth experience in deploying enterprise wide food safety and quality initiatives in large and complex organizations.
Watch the full presentation:
https://info.safetychain.com/build-better-food-safety-culture
The Use of Artificial Intelligence (AI) in Food Safety, and What to Expect NextSafetyChain Software
Learn how food producers - as well as the FDA - are using AI to detect food safety issues, and its potential to predict common and rare food safety events, and what limitations and use cases can you expect in the near future.
Presenter: Dr. Ben Miller | VP, Regulatory and Scientific Affairs at The Acheson Group
Watch the full replay:
https://safetychain.com/fsma/the-use-of-artificial-intelligence-ai-in-food-safety-and-what-to-expect-next/
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
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Website: https://pecb.com/
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Facebook: https://www.facebook.com/PECBInternational/
Slideshare: http://www.slideshare.net/PECBCERTIFICATION
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
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Fixing the Problems in Your Operations Problem-Solving Methods
1. Beyond Compliance
Webinar & Podcast Series for Process Manufacturers
Fixing the Problems in Your
Operations Problem-Solving Methods
David Hicks
Vice President
Tim Nickerson
Client Manager
3. ✔Ask questions! (Q&A at end)
✔Only panelists are displayed
✔Recording link will be shared
✔Audio issues: use call-in number
BEYOND COMPLIANCE
// Before We Get Started
4. BEYOND COMPLIANCE
Today’s Speakers
• Leads large-scale client engagements
and operational diagnostics
• Strong background in analytics, quality,
asset utilization, management system,
and lean transformation
• Maintenance Excellence Practice
Leader
Tim Nickerson
Client Manager and
Management System SME
• Former Chief Operations Manager, Plant
Manager, Business Unit Manager, and
Director of Lean Manufacturing
• Designs, implements and installs
management systems at large, multi-site
organizations
• Regularly conducts operational
diagnostics, implements go-forward
plans, and leads turnarounds
David Hicks
Vice President,
Maintenance Excellence
Practice Leader
5. BEYOND COMPLIANCE
Our Fundamental Belief: Speed Wins Every Time
Contenders
Challengers
Leaders
Depth
of
Consulting
Capabilities
Breadth of Consulting Capabilities
High
Low
TBM
Consulting
R&G Global
Consultants
EFESO
A.T. Kearney
PWC
BCG
EY
McKinsey & Co.
Deloitte
Note: Challenger and Contender names omitted for improved readability.
High
TBM recognized as a Production Operations Consulting
leader for client impact & depth of expertise.
Global Operations
Management
Consulting Firm
150+ operations consultants globally positioned,
delivering services in nine different languages
LATIN AMERICA OFFICE
(Mexico City)
NORTH AMERICA OFFICE
(Raleigh, NC)
EUROPE OFFICE
(Nottingham, UK)
ASIA PACIFIC
OFFICE
(Shanghai)
SOUTH AMERICA
OFFICE
(Santiago)
Proven Results Track Record
with thousands of case studies delivering
a minimum 3X annualized ROI within
12 months
Seasoned Consultants
who have a minimum of 25+ years
of senior operations management
and lean implementation experience
Global Footprint
serving hundreds of clients on four continents,
in nine languages
Recognized Leader
driving business excellence and end-to-end business
process transformation since 1991. Work with
Shingijutsu documented in book ‘Lean Thinking’.
Comprehensive Management System
to align strategy through execution & sustain
improvements
| The Global Lean Transformation Leader Since 1991
6. BEYOND COMPLIANCE
● Workshop 1: Tiered Management System
● Workshop 2: Layered Audits, Gemba Walks, & Leader Standard Work
Fix Problems in Operations Problem-Solving Methods:
BEYOND COMPLIANCE
● Workshop 3: Approaches to Abnormality Management
● Problem-Solving Overview
● Problem-Solving Tools
Sustaining Lean Improvements
● Problem-Solving Methods
Today’s Workshop
8. BEYOND COMPLIANCE
Problem Solving Defined
Searching for the Root Cause will become a part of everyone’s job
Problem solving is the process of clearly defining the problem, identifying the root cause, and
implementing corrective and permanent actions which eliminate the root cause.
• The TBM Problem solving process utilizes the scientific method
• Is scalable from basic problem solving to advanced problem solving
►This allows the process to remain the same, while tool selection will be
dictated by problem complexity
We need root cause analysis if:
• A problem/issue occurs that prevents you from achieving your daily goals
• A problem exists, attempts to correct it are in place, but the problem reoccurs
• A problem exists and the reason is not known or is not understood
9. BEYOND COMPLIANCE
The Cost of Ineffective Problem Solving
The cost of a problem can be captured in many measures. Some of these are actual out-of-pocket costs
and others are the lost opportunity while a problem is being fixed.
• Lost Time: While a problem is being fixed, employees are idle and being paid.
• Additional Maintenance Staff: If problems become a way of life in a factory, the company may add
maintenance staff to fix the constant flow of problems that occur.
• Scrap: Usually no one knows there is a problem until bad product is being produced.
• Cost of the Fix: Fixes to problems often entail new parts and the labor to install the new parts. If the
problem was avoidable through proper machine operation and maintenance, these costs become part
of the cost of the problem.
• Value of Lost Production: Ultimately, a problem means lost production or lost opportunity to sell product.
• Lost Customers: This is very difficult to measure, but companies with high incidences of problems risk
losing customers because of unacceptable quality or missed deadlines.
• Incorrect Fixes: This measurement gets little attention but can cost manufacturers big money.
10. BEYOND COMPLIANCE
7 Basic Tools of Quality
Fundamental
Problem-solving Tools Hypothesis Testing DOE
Abnormality
Management
Blackbelt
(DMAIC)
8D
PDCA
Yellow Belt
(DMAIC)
Problem Solving Continuum (Tools vs. Methods)
Tools
Methodology
11. BEYOND COMPLIANCE
What To Get Out Of Today’s Presentation
Problems occur across a continuum
At the other end are the big, complicated problems that defy an easy fix.
● Imagine a complex assembly like the adjustable pedals in your vehicle.
● There are well over 40 components in a single assembly.
● Now, imagine trying to control the sonic properties of all these components to achieve a targeted value.
● This is a much different problem than the simple example above!
At one end are the simple, just fix it and move on types
● What sometimes happens to drill bits when running a drill press?
● They sometimes break!
● Do we shut down production and create a problem-solving team, spend weeks collecting data, test
various hypotheses…
● No! We change the bit and get back to work!
12. BEYOND COMPLIANCE
What To Get Out Of Today’s Presentation
There is no checklist to evaluate a problem for level of methodology or tools but we can
identify characteristics of simple and complex problems.
• Complex problem:
Solution unclear
Multiple potential root causes
Very difficult to recreate
• Simple problem:
Solution readily apparent
You can recreate the problem easily
Able to demonstrate the fix
13. BEYOND COMPLIANCE
What To Get Out Of Today’s Presentation
• Before beginning any methodology or tool, try to characterize the type/level
of the problem.
• Make sure the methodology is appropriate to the problem.
• Make sure tools are appropriate to the problem.
• Using incorrect methodology or tools will lead to:
Frustration
Wasted resources
Problem recurrence
14. BEYOND COMPLIANCE
Law of The Hammer
The law of the hammer is a cognitive bias that
involves an over-reliance on a familiar tool.
For example, when you learn a new problem-solving
tool or method you may apply it everywhere –
which may result in failure to seek out other
(potentially more efficient) alternatives.
“If the only tool you have is a hammer, you tend to see every problem as a nail.” This is a famous quote by
Abraham Maslow which refers to a concept commonly known as the 'law of instrument' or Maslow's Hammer.
It refers to an over-reliance on a familiar or favorite tool.
16. BEYOND COMPLIANCE
7 Basic Tools of Quality
Fundamental
Problem-solving Tools Hypothesis Testing DOE
Abnormality
Management
Blackbelt
(DMAIC)
8D
PDCA
Yellow Belt
(DMAIC)
Problem Solving Continuum (Tools vs. Methods)
Tools
Methodology
17. BEYOND COMPLIANCE
Basic Problem Solving Tools
Common Tools
• Pareto Charts
• 5 Why
• Fishbone
Diagram
• Histograms
• Pareto Analysis
• Scatter
Diagrams
• Run charts
• SPC Control
Charts
• Check Sheets
• Solution
Testing
• Solution
Validation
• Performance
Tracking
Deliverables
• Controllable
causes
• Rapid
improvement
• Easy to reverse
• Identification
of process
interrupters
• Direct
correlation to
process
performance
• Easy to
interpret
• Refined
standard ops
• Documented
actions &
results
• Train operators
• Link
measurement
to mgmt.
system KPI’s
Two Types of Tools
in Basic Problem Solving
Info. Driven Data Driven
• Just Do It
• 5-Why
• Fishbone
• Pareto Chart
• Trend Line
• SPC
Great for
Engaging Everyone
Great for
Creating Focus
Deliverables
• Controllable causes
• Rapid improvement
• Easy to reverse
Deliverables
• Direct correlation to
process performance
• Easy to interpret
• Link measurement to
management system KPI’s
18. BEYOND COMPLIANCE
Five Why’s: The First Why
It is said that a defined problem
is a half-resolved problem;
hence, it is important to state
clearly and quantitatively the
problem description.
01.
Provide a clear statement
of the reason for the
abnormality and the failure to
detect the abnormality such
that even those who are not
familiar with the operation will
fully understand the issue
02.
Often this 1st Why must be a
short, concise sentence that
plainly explains the occurrence
and results. Do not try to justify
the abnormality but just to fully
capture the issue and the results
in terms of Safety, Quality, Cost
or Delivery costs.
03.
Asking the Right First Step is the Key
19. BEYOND COMPLIANCE
Five Why’s: Conclusion
1st Why How does 1 Create 2
2nd Why How does 2 create 3
3rd Why How does 3 Create 4
4th Why
Test the 5 Why
Conclusion by
Reverse Logic
20. BEYOND COMPLIANCE
Information Driven: Fishbone Diagrams
• Used to identify root causes of a problem
• Allows one to see the linkages between high
level, causal groups and detailed potential
root causes
• Uses 5 Why’s approach to drive analysis
• Simple to learn & use
• Involves the team in problem resolution
• Keeps the team focused
Drill down Until it is Actionable.
21. BEYOND COMPLIANCE
Data Driven: Trend Chart
• The team met and reviewed the collected data. The first
thought hypothesis was that the defect rate was driven by
the day of the week.
• The team plotted the trend “Defect Count by Day of the
Week” and presented it to their A3 problem solving coach.
• Through coaching questions, the team realized that day of
the week did not have an apparent impact on quality.
• The coach pointed out that they can use the data to build
a pareto chart. The leader was agreed and shared the
pareto's which the team created as part of the data
collection process.
Failure Does Not Stop Problem Solving-
It Refines the Team’s Approach.
22. BEYOND COMPLIANCE
Data Driven: Pareto Analysis
This graphical representation leads the
team to consider:
• Do we know enough about cracks to create
a known solution?
• Should we collect additional data
on “Cracks” ?
• Can we use an information driven tool to
understand cracking?
Can we Combine Data Driven Tools with Information Driven Tools?
23. BEYOND COMPLIANCE
Data Driven: Control Chart
The control chart is a graph used to study how a process
changes over time.
• Data are plotted in time order.
• A control chart always has a central line for the average,
an upper line for the upper control limit, and a lower line
for the lower control limit. These lines are determined
from historical data.
• By comparing current data to these lines, you can draw
conclusions about whether the process variation is
consistent (in control) or is unpredictable (out of control,
affected by special causes of variation).
Controlling ongoing processes by finding and
correcting problems as they occur
25. BEYOND COMPLIANCE
7 Basic Tools of Quality
Fundamental
Problem-solving Tools Hypothesis Testing DOE
Abnormality
Management
Blackbelt
(DMAIC)
8D
PDCA
Yellow Belt
(DMAIC)
Problem Solving Continuum (Tools vs. Methods)
Tools
Methodology
26. BEYOND COMPLIANCE
Problem Solving Methods Defined
Define the
Problem
Clearly State Problem
Define KPIs Current State
Define KPI Targets
Form a Hypothesis
and Simplify
Common Tools: Pareto,
Fish Bone, 5 Why, etc.
Test Hypothesis
The Root Cause can
be turned on and off
Implement
Solution
Sustain using the
Management System
Other Modern Uses of the Scientific
Method include:
• PDCA: (Plan Do Check Act)
• 6 Sigma DMAIC: (Define Measure Analyze
Improve Control)
• 8D: (Identify Team, Define Problem,
Define Containment, identify Root Cause,
Develop Corrective Actions, Validate
Corrective Actions, Define Preventive
Actions, and Celebrate)
Follow the Scientific Method
and Utilize appropriate tools to Identify
and Eliminate the Root Cause
The scientific method is an approach to
problem solving which has been in use
since the 17th century.
27. BEYOND COMPLIANCE
Problem Solving Methods: Overview
Problem Solving
Method
Define Problem
Simplify and Form
Hypothesis
Test Hypothesis Implement Solution
PDCA Problem
Solving Method
Plan Do Check Act
DMAIC Problem
Solving Method
Define Measure + Analyze + Improve Control
8D Problem
Solving Method
Form Team + Define
Problem + Define
Containment
Identify Root Cause + Define Corrective Actions
Define Preventive
Actions + Celebrate
28. BEYOND COMPLIANCE
PDCA Methodology: The Engine of Execution
62%
of Your Time
(Execute the Plan)
10%
of Your Time
(Daily/Weekly/Monthly Review)
10%
of Your Time
(Countermeasures)
Plan
Do
Check
Act
18%
of Your Time
(Steps To The Future)
29. BEYOND COMPLIANCE
The DMAIC Problem Solving Methodology
Common Tools
• Just Do it
• 5 Why
• Fishbone diagram
• Quality mapping
• Pareto analysis
• Capability analysis
• Gage R&R
• Comparative analysis
• Histograms
• Box & whisker
• Matrix plots
• Run charts
• SPC control charts
• ANOVA
• DOE/Hypothesis Testing
• Risk assessment (improvement)
• Mistake proofing
(improvement)
• Statistical tolerancing
• Linear regression
• Multivariate regression
• Binary logistic regression
• Control plan (SPC)
• Mistake proofing (controls)
• Risk assessment (controls)
Deliverables
• Problem statement
• Financial & customer impact
• “Y” & defect definition
• Preliminary “X’s” identified
• Quality map
• Zst & Zlt
• MSA
• Root cause determination
• Correlation of vital few “X’s”
with “Y”
• Graphical & statistical analysis
of “X’s”
• Refined standard ops
• Mistake proof process
• Estimate of improved
performance
• Kaizen results & newspaper
• Train operators
• Results analysis & process
verification
• Develop control plan
• Identify leverage opportunities
Measure Analyze Improve Control
• Determine performance
• Verify measurement system
• Identify Y & preliminary “X’s”
• Narrow the field to the vital few
“X’s”
• Identify & implement Kaizen
improvements for vital few
• Verify improvements
• Optimize settings for vital few
• Control the process to maintain
the gains
• Establish a plan to control &
review the process
30. BEYOND COMPLIANCE
8D Methodology To Solving Problems
• 8D is a problem-solving methodology for product and process improvement
• It is structured into eight disciplines, emphasizing team synergy
• The team as whole is better and smarter than the quality sum of the
individuals
• Each discipline is supported by a checklist of assessment questions, such as
“what is wrong with what”, “what, when, where, how much”
The U.S. Government first standardized the 8D process during the Second World
War, referring to it as Military Standard 1520: “Corrective action and disposition
system for nonconforming material”.
Using the 8D Process to Find the Root Cause
31. BEYOND COMPLIANCE
Applying the 8D Methodology
8D
7D
6D
5D
4D
3D
1D & 2D
1D & 2D – Team formation, Project/kaizen charter (Problem Definition)
3D – Pinpoint potential root cause area - Quality map, Spaghetti map
4D – Identify & test root cause - Pareto analysis, 5Why’s, Fishbone Diagram
5D – Verify corrective actions - Comparative analysis
6D – Implement permanent solution - Poka Yoke/mistake proof
7D – Implement controls & standard work – SPC, Training & MDI
8D – Recognize the achievement & copy – Duplicate, Audit & Sustain
Process Steps
36. BEYOND COMPLIANCE
Selecting a Lean Six Sigma Methodology
Is the process
performance
understood?
Is the solution
to the problem
simple &
known?
Can the
problem be
solved in less
than 5 days?
Is it a process
flow / cycle time
problem?
Is it a variation /
defect driven
problem?
Is a new
process or
redesign
required?
Start
Management
System
No
Yes Yes
No
Just Do It
Yes
Kaizen
Explore Other Methodologies
No
No
Yes
Lean
No
Yes
DMAIC
DFSS
Yes
No
37. BEYOND COMPLIANCE
Types of Improvement Methodologies
DMAIC
• Process
performance is
unknown or not
understood
• Implement a
process monitoring
dashboard to decide
what to do next
DFSS
Process
Management
Just Do It Kaizen Lean
• Problem identified
and solution is
known
• Implement a fix
and establish a
dashboard to
continuously
monitor process
• Problem identified
and solution is
unknown
• Small in scale or
urgency needed for
process
improvement
• Initiate 2 to 5 day
Kaizen event to
analyze the process
and implement
improvements
• Process is
inefficient and
contains wasteful
activities
• Initiate a Lean
project to identify
non-value-add
activities and
remove waste from
the process
• Existing process is
not meeting
customer
requirements or
business objective
• Initiate a DMAIC
project to identify
root causes of the
problem and initiate
breakthrough
improvements
• New process needs
to be designed or
significant
problems to current
process exist
• Initiate DFSS
project to design
processes to meet
customer
requirements
39. White Papers & Surveys
Webinars & Videos
Product & Partner Info
Solution Consultation
BEYOND COMPLIANCE
More Resources
safetychain.com/resources/webinar-replays
• Part 1: How to Use a Tiered Management System for
Effective Daily Execution
• Part 2: Transition from Fire Fighting Mode Using
Leader Standard Work and Layered Audits
• Part 3: Proven Methods to Abnormality Management
and Error Proofing
• Part 4: Fixing the Problems in Your Operations
Problem-Solving Methods
Replay the Series
P: 919.471.5535
E: tbm@tbmcg.com