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By:
Rajesh Sahasrabuddhe
WHAT IS “PROBLEM ” ?
“PROBLEM” means…….
• Your part is not as per specification ?
• Your process is not in your control?
• Your internal rejection % is very high?
• Your delivery performance is less than
100 %?
• Your external rejection % is very high?
• Your waste % is very high?
etc……….
You want to solve problem…..
• Temporarily…..
or
• Permanently……
• And become problem
solver
Have got Problem ?
Do what you can, where you are and
with what you have got.
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Knowledge
So what to do…..?
There are ways and techniques for solving
each and every problem but the urge for
solving, make these techniques powerful.
Because………..
Even to the hardest problems... Just Urge to solve it…
So how to do it……? Solve the problems such that…
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So let us know types of problem solving
techniques………
? ? ? ?
1 2 3 4 …..
1. Definethe problem
2. Build a Team
3. Containment action
4. Determinethe root cause
5. Verify the root cause
6. CorrectiveAction
7. Preventive
8. Congratulatethe Team
And Many others……
P
Why use this approach…..?
• This technique has proven its
usefulness in other companies
• Common methodology –
everybody understands how
• Focus on Fixing it - first time right
• Define priorities
• Sharing the lessons learned with
others
When do we use this technique……….?
• Significant or repetitive complaints
• Repetitive human errors occurring during
a specific process
• Repetitive equipment failures associated
with a specific process
• Performance is generally below desired
standard
• ...
Major impact or Repetitive issues
This technique is based on……….
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How does the technique in more
detail look like……….?
1… Clarify the problem
2… Break down the problem
3… Target Setting
4… Determine Root Cause
5… Develop Countermeasures
6… See Countermeasures through
7… Confirm Results & Process
8… Standardize process - Sustain the gain
How to fit PDCA with this technique…?
Problem Solving Guide…
Let us take Step : 1- Clarify the Problem
• What do you understand by the problem ?
• What is exactly the problem is ?
• How you define the problem ?
• Is problem the gap between desired and
actual ?
• What is and how is affected by the
problem – How you say it is a problem ?
Problem Solving Guide…
Step :1 Clarify the Problem
Desired / Ideal
Situation
Actual / Current
Situation
Gap = ProblemGap = Problem
• What we understood is problem means “GAP”
between desired and actual situation.
• Now also identify who is getting affected by
Problem, what is the cost, what is priority etc….
Step :1 Clarify the Problem
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Step :1 Clarify the Problem
Let us take type of problems in easy way
Type 1 : Standard not achieved
The Standard = 100 % on time delivery
Actual = 82 % on time delivery
15.50 mm
Requirement is 15.75 ± 0.1mm
( 15.65 to 15.85 mm)
Step :1 Clarify the Problem
Type 2 : Standard is achieved but a higher
standard is required now
Actual 100 % on time delivery @ 2
week lead time
New standard 100 % on time delivery @
1 week lead time
Now new higher standard is target….
Step :1 Clarify the Problem
Type 3 : Consistency in the achieving
result is not there
Time
The standard
Actual
Step :1 Clarify the Problem
Step 2: Break down the problem Step 2: Break down the problem
Problem ( Complex )
Problem
Problem
ProblemProblem
Problem Problem Problem ProblemProblem
Break Down
Break Down
Break Down
Ask questions like why, where,
when ,who etc…
Prioritized problem
Point of Cause
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• Requires to study the process to detail
• Dedicate sufficient time for the breakdown
• Study the steps of the process, interact with
people, get data, documents, understand tools:
Learn
• All problems can be divided into smaller defined
problems: by region, location, department,
product, channel, customers, etc.
• Specify the point of cause: the problem is present
in a specific part of the process
Step 2: Break down the problem Step 2: Break down the problem
Step 3: Target setting Step 3: Target setting
What are GOOD and BAD targets …….?
• When you set the target you should be
very specific about the requirement or
desired result of the actions you are going
to take.
• What
• When
• Where
• How much
Step 3: Target setting Step 4: Determine root cause
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Step 4: Determine root cause
Followings are the ways of finding root cause…….
• A team is require to do this activity
• Please note that any thing come in
mind as a cause you should write
• DO not criticize anybody for silly
thought
• Do not get trapped by your own train of
thinking
• Note down all the thoughts came from
team’s mind
Step 4: Determine root cause
Brainstorming
Step 4: Determine root cause
Pareto’s principle says you should attack
first on the cause which are affecting 80%
Pareto Analysis
Step 4: Determine root cause
Fishbone Diagram
Step 4: Determine root cause
Fishbone Diagram
Problem :
We start
fishbone
diagram with
problem
statement
Man Method Material
Machine Measurement Environment
Then we will
add Headers
Then more causes added as smaller
branches
Mark
problem if
proved
• Try to make your effect measurable
– Can you plot graph for the effect ?
– Can you calculate the figures for effect ?
• Sometimes ‘6M’s’ can be replaced with
required headers like :
– Policies
– People
– Procedures
– Plant (Facility)
– Programs (Software)
Step 4: Determine root cause
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5W1H
Step 4: Determine root cause
Example 01
Step 4: Determine root cause
Example 02
Step 4: Determine root cause
5W1H
Step 4: Determine root cause
Step 4: Determine root cause
Check sheet
• Visualization of measurements
• Upper & lower specification
limits + mean
• Location of measurements
helps analysis
Step 4: Determine root cause
Control charts
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Step 5: Develop countermeasure Step 5: Develop countermeasure
Step 5: Develop countermeasure Psychology of Countermeasures
Step 6: See Countermeasure Through Step 7 : Confirm Results & Processes
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Step 8 : Standardize process Step 8 : Standardize process
Kaun Banega Carodpati Question No. 1
Answer
None of the above, All are valid
Question No. 2
After identification of actionable root cause
Answer
After identification of actionable root cause
All of the above are steps in the Problem-Solving
process
Answer
Question No. 3
