The document provides an overview of operational excellence tools including Plan-Do-Check-Act (PDCA) and the A3 problem-solving process. It describes the four steps of the PDCA cycle for problem identification, cause investigation, countermeasure selection and implementation, and continuous improvement. Examples of tools that can be used at each PDCA step, such as fishbone diagrams, check sheets, and control charts, are also outlined. The overall goal of these problem-solving approaches and tools is to help organizations move from reactive firefighting to proactively addressing root causes of problems.
8D Problem Solving WorksheetGroup NumberGroup Member Nam.docxransayo
8D: Problem Solving Worksheet
Group Number:
Group Member Names:
Date:
8-D is a quality management tool and is a vehicle for a team to articulate thoughts and provides scientific determination to details of problems and provide solutions. Organizations can benefit from the 8-D approach by applying it to all areas in the company. The 8-D provides excellent guidelines allowing us to get to the root of a problem and ways to check that the solution actually works. Rather than healing the symptom, the illness is cured, thus, the same problem is unlikely to recur.
Step
0
1
2
3
4
5
6
7
8
Action
The Planning Stage
Establishing the Team
Problem Definition / Statement & Description
Developing Interim Containment Action
Identifying & Verifying Root Cause
Identifying Permanent Corrective Actions (PCA)
Implementing & Validating PCA
Preventing Recurrence
Recognizing Team Efforts
0
The Planning Stage:
The 8-D method of problem solving is appropriate in "cause unknown" situations and is not the right tool if concerns center solely on decision-making or problem prevention. 8-D is especially useful as it results in not just a problem-solving process, but also a standard and a reporting format. Does this problem warrant/require an 8D? If so comment why and proceed.
Is an Emergency Response Action Needed?
(If needed document actions in Action Item Table)
1
Establishing the Team: (Your group is the team)
Establish a small group of people with the process/ product
knowledge, allocated time, authority and skill in the required technical disciplines to solve the problem and implement corrective actions.
Team Goals:
Team Objectives:
First and Last Name (put an asterisk * after the name of the team leader)
Current Job Position
Skills (related to the problem)Years of Hospitality Work Experience
2A
Problem Definition
Provides the starting point for solving the problem. Need to have “correct” problem description to identify causes. Need to use terms that are understood by all.
Sketch / Photo of Problem
Product(s):
Customer(s):
List all of the data and documents that might help you to define the problem more exactly?
Action Plan to collect additional information:
Prepare Process Flow Diagram for problem
use a separate sheet if needed
2B
IS
IS NOT
Who
Who is affected by the problem?
Who first observed the problem?
To whom was the problem reported?
Who is not affected by the problem?
Who did not find the problem?
What
What type of problem is it?
What has the problem (food, service, etc)?
What is happening with the process & with containment?
Do we have physical evidence of the problem?
What does not have the problem?
What could be happening but is not?
What could be the problem but is not?
Why
Why is this a problem (degraded performance)?
Is the process stable?
Why is it not a problem?
Where
Where was the problem observed?
Where does the problem occur?
Where could the problem be located but is not?
Where else could .
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.
8D Problem Solving WorksheetGroup NumberGroup Member Nam.docxransayo
8D: Problem Solving Worksheet
Group Number:
Group Member Names:
Date:
8-D is a quality management tool and is a vehicle for a team to articulate thoughts and provides scientific determination to details of problems and provide solutions. Organizations can benefit from the 8-D approach by applying it to all areas in the company. The 8-D provides excellent guidelines allowing us to get to the root of a problem and ways to check that the solution actually works. Rather than healing the symptom, the illness is cured, thus, the same problem is unlikely to recur.
Step
0
1
2
3
4
5
6
7
8
Action
The Planning Stage
Establishing the Team
Problem Definition / Statement & Description
Developing Interim Containment Action
Identifying & Verifying Root Cause
Identifying Permanent Corrective Actions (PCA)
Implementing & Validating PCA
Preventing Recurrence
Recognizing Team Efforts
0
The Planning Stage:
The 8-D method of problem solving is appropriate in "cause unknown" situations and is not the right tool if concerns center solely on decision-making or problem prevention. 8-D is especially useful as it results in not just a problem-solving process, but also a standard and a reporting format. Does this problem warrant/require an 8D? If so comment why and proceed.
Is an Emergency Response Action Needed?
(If needed document actions in Action Item Table)
1
Establishing the Team: (Your group is the team)
Establish a small group of people with the process/ product
knowledge, allocated time, authority and skill in the required technical disciplines to solve the problem and implement corrective actions.
Team Goals:
Team Objectives:
First and Last Name (put an asterisk * after the name of the team leader)
Current Job Position
Skills (related to the problem)Years of Hospitality Work Experience
2A
Problem Definition
Provides the starting point for solving the problem. Need to have “correct” problem description to identify causes. Need to use terms that are understood by all.
Sketch / Photo of Problem
Product(s):
Customer(s):
List all of the data and documents that might help you to define the problem more exactly?
Action Plan to collect additional information:
Prepare Process Flow Diagram for problem
use a separate sheet if needed
2B
IS
IS NOT
Who
Who is affected by the problem?
Who first observed the problem?
To whom was the problem reported?
Who is not affected by the problem?
Who did not find the problem?
What
What type of problem is it?
What has the problem (food, service, etc)?
What is happening with the process & with containment?
Do we have physical evidence of the problem?
What does not have the problem?
What could be happening but is not?
What could be the problem but is not?
Why
Why is this a problem (degraded performance)?
Is the process stable?
Why is it not a problem?
Where
Where was the problem observed?
Where does the problem occur?
Where could the problem be located but is not?
Where else could .
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.
Invented in the 1930’s by Toyota Founder Kiichiro Toyoda’s father Sakichi and made popular in the 1970s by the Toyota Production System, the 5 Whys strategy involves looking at any problem and asking: “Why?” and “What caused this problem?”
Recorded webinar: http://slidesha.re/1l6raT1
Part 1: http://slidesha.re/1glUCgV
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
This is part 2 of a 2-part series and focuses on the Do, Study, Adjust stages of the Plan, Do, Study, Adjust (PDSA) cycle.
How to Make Your Organization a Problem Solving Machine With Toyota's 8 step ...Frank Donohue
Organizations don't plan to fail, they just don't have a structured system for problem solving. In this presentation you will find out how to solve problems the way one of the most successful, admired, studied, and emulated companies in the history of commerce solves problems and continuously improves its business and enjoys major breakthroughs time and time again.
Recorded webinar: http://slidesha.re/1l6raT1
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
This is part 2 of a 2-part series and focuses on the Do, Study Adjust stages of the (PDSA) cycle.
8D Training Material From VDiversify.com | 8D Training Material PDF Free Down...VDiversify
Note: Whoever is using this Training Material on their Website shall Link back to www.vdiversify.com as the Original Author...
The 8D (Eight Disciplines) approach is a robust and systematic problem-solving process or methodology, that is widely adopted in the manufacturing, process and other industries.
This 8D training material is completely free and can be used by any organization, professionals, engineers, trainers or teachers all over the world for teaching its employees or students.
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
Many organisations who implement ISO Management systems or venture into AS9100 often struggle with implementing a robust root cause and corrective action process.
There are a number of tools out there such as 5 Whys and Fishbone Diagrams but the IAQG along with the aerospace community have devised a supporting standard to the AS91XX series of guidance documents to help organisations with the root cause and problem-solving process. It is called ARP9136 and although you cannot be certified to this standard (currently) it will support your management system controls. It would also help any organisation whether you are certified or not or even have ISO 9001, there is nothing stopping you also implementing this standard.
One of the main non-conformances raised within AS9100, AS9120 and AS9110 assessments is a non-conformance for ineffective corrective actions. Generally speaking that is when organisations have not implemented effective corrective actions and we raise the same issue twice. You need to ensure that corrective actions implemented are effective and have addressed the issue so you do not get repeats. 9S should help you to achieve effective corrective actions.
The guidance document was created to provide a methodology for performing root cause analysis to resolve a significant or recurrent issue (e.g., quality, On-time delivery (OTD), process, documentation), and has used some well-known tools such as 7 Steps, Root Cause Corrective Action (RCCA), 8D.
ARP9136 is titled Root Cause Problem Solving (9S Methodology)
It is called the 9S methodology for the simple fact that there are 9 process steps and elements within those steps to take in order to complete an effective root cause and problem-solving process, similar to the theory behind 8D.
You would need to purchase the guidance document to get a full understanding and detailed explanation of each step and element within the steps, you can purchase this from the SAE website.
The slides show the 1st Element "Objective" for each of the process steps to give you a baseline understanding.
A short slide deck to introduce what is RCA, why is it valuable, and what is the return. It also has some introductory slides about the process of the Apollo RCA methodology
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
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.
Invented in the 1930’s by Toyota Founder Kiichiro Toyoda’s father Sakichi and made popular in the 1970s by the Toyota Production System, the 5 Whys strategy involves looking at any problem and asking: “Why?” and “What caused this problem?”
Recorded webinar: http://slidesha.re/1l6raT1
Part 1: http://slidesha.re/1glUCgV
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
This is part 2 of a 2-part series and focuses on the Do, Study, Adjust stages of the Plan, Do, Study, Adjust (PDSA) cycle.
How to Make Your Organization a Problem Solving Machine With Toyota's 8 step ...Frank Donohue
Organizations don't plan to fail, they just don't have a structured system for problem solving. In this presentation you will find out how to solve problems the way one of the most successful, admired, studied, and emulated companies in the history of commerce solves problems and continuously improves its business and enjoys major breakthroughs time and time again.
Recorded webinar: http://slidesha.re/1l6raT1
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
This is part 2 of a 2-part series and focuses on the Do, Study Adjust stages of the (PDSA) cycle.
8D Training Material From VDiversify.com | 8D Training Material PDF Free Down...VDiversify
Note: Whoever is using this Training Material on their Website shall Link back to www.vdiversify.com as the Original Author...
The 8D (Eight Disciplines) approach is a robust and systematic problem-solving process or methodology, that is widely adopted in the manufacturing, process and other industries.
This 8D training material is completely free and can be used by any organization, professionals, engineers, trainers or teachers all over the world for teaching its employees or students.
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
Many organisations who implement ISO Management systems or venture into AS9100 often struggle with implementing a robust root cause and corrective action process.
There are a number of tools out there such as 5 Whys and Fishbone Diagrams but the IAQG along with the aerospace community have devised a supporting standard to the AS91XX series of guidance documents to help organisations with the root cause and problem-solving process. It is called ARP9136 and although you cannot be certified to this standard (currently) it will support your management system controls. It would also help any organisation whether you are certified or not or even have ISO 9001, there is nothing stopping you also implementing this standard.
One of the main non-conformances raised within AS9100, AS9120 and AS9110 assessments is a non-conformance for ineffective corrective actions. Generally speaking that is when organisations have not implemented effective corrective actions and we raise the same issue twice. You need to ensure that corrective actions implemented are effective and have addressed the issue so you do not get repeats. 9S should help you to achieve effective corrective actions.
The guidance document was created to provide a methodology for performing root cause analysis to resolve a significant or recurrent issue (e.g., quality, On-time delivery (OTD), process, documentation), and has used some well-known tools such as 7 Steps, Root Cause Corrective Action (RCCA), 8D.
ARP9136 is titled Root Cause Problem Solving (9S Methodology)
It is called the 9S methodology for the simple fact that there are 9 process steps and elements within those steps to take in order to complete an effective root cause and problem-solving process, similar to the theory behind 8D.
You would need to purchase the guidance document to get a full understanding and detailed explanation of each step and element within the steps, you can purchase this from the SAE website.
The slides show the 1st Element "Objective" for each of the process steps to give you a baseline understanding.
A short slide deck to introduce what is RCA, why is it valuable, and what is the return. It also has some introductory slides about the process of the Apollo RCA methodology
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
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Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
3. 3
Agenda
Introduction / background
Exercise 1: what do you “see”?
PDCA Cycle
Problem solving tools
Exercise 2: Group Dynamics
A3 Report
Exercise 3: Problem Statement
Exercise 4: Group Practical Exercise
4. Background:
Features and Benefits
PDCA & A3 problem-solving are tools which:
1. Efficiently lead to the identification of a root
cause,
2. Evaluate various candidate countermeasures
that can be applied to mitigate a problem.
When practically applied, PDCA can guide a
person or organization as they
• Define the root cause of a problem,
• Build consensus and support among
stakeholders
• Capture and communicate the resulting
actions and decisions and their logic.
5. Background:
Features & Benefits
When an organization understands
Problem-solving principles:
Move FROM: fire-fighting culture
TO: individual responsibility in solving
problems at their root cause, sharing
& Organizational Learning
When fully adopted,
► Individuals distinguish symptoms from root
causes so they can effectively analyze
problems and evaluate countermeasures.
► Cross-functional groups begin capturing
the knowledge generated while solving a
problem
► Communicate learning to appropriate
colleagues and management.
7. From memory, draw the front side of a penny
…include all of the details
Exercise 1: It’s all in the details!
10 minutes
8. Teacher’s Key:
Every Detail Correct: +1 point
Every Detail Missed /Wrong: - 1 point:
Face Facing?: Left or Right
Left = -1
RIGHT = +1
“USA?”: YES = -1
“E Pluribus Unum?”: YES = -1
“In God We Trust?”: Yes = +1
Location: “I.G.W.T?”:
Top = +1
Anywhere else= -1
Date?: No = -1
Yes = +1
Date Location? Left = -1
Bottom Right = +1
Mint Letter: None = -1
Yes = +1
Mint Location: Left = -1
Under date: = +1
“One cent”: Yes = -1
No = +1
“Liberty?”: No = -1
Yes = +1
Liberty Location:
Right = -1
Left = +1
“What we know” and “what we think we know” are two very different things…
10. Identifying a Problem
“problems are golden nuggets”
Define: What is the problem; what is the pain?
►How does it make your job difficult?
►Why does it matter?
►Who does it affect / does not affect.
►What does it effect / does not affect.
►How does it effect / does not affect.
►When is it a problem / is not a problem.
►Where is it a problem / is not a problem.
How will we know that a change is an
improvement?
What change will we make that will result in an
improvement?
11. Step 1: (Hypothesis) “Plan”
►Identify problem
►Investigate root cause
►Select appropriate
countermeasures
Step 2: (Try) “Do”
►Implement countermeasures
Step 3: (Reflect) “Check”
►Study the Results
Step 4: (Adjust/) “Act”
►Standardize and Plan Continuous
Improvement
PDCA Steps
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
12. Step 1A: “Plan”
Problem Identification
1. Determine the problem area
2. Define the standard
3. Define the current situation
4. Determine the inconsistency
5. Select a measurable goal
6. State the problem in a “Problem
Statement” form in order to
brainstorm potential causes
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
Step 1A: “Plan”
Problem Identification
13. Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
Step 1B: “Plan”
Cause Investigation
1. Brainstorm potential causes of
the problem
2. Collect and analyze data related to
the problem
3. Challenge the data with facts
4. Select most likely causes
5. Establish a cause/effect relationship
6. Determine root/driver cause
14. 1. Brainstorm for countermeasures to
address root cause
2. Select proper countermeasure based
upon criteria
3. Coordinate/gain approval of
leadership to implement
countermeasure
Select
Countermeasures
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
15. 1. Develop a plan to implement the
countermeasure(s) selected
2. Are they temporary?
3. Assign tasks
4. Communicate the plan
5. Execute pilot Implementation Plan
with timelines and establish a
tracking method
Implement
Countermeasures
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
16. Step 3: “Check”
Study the Results
1. Monitor progress of pilot
Implementation Plan
2. Gather/analyze additional data if
necessary
3. Modify implementation plan if
necessary, based upon results
4. Monitor results of the specific
countermeasure(s) that addressed
the root cause
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
17. 1. Evaluate the results
2. Standardize the effective countermeasure(s) to
prevent recurrence
3. Share success with other affected areas
4. Plan on-going monitoring of the solution
5. Start the PDCA process again to refine the
countermeasure or if the results are uneven
6. Continue with other improvement opportunities
Standardize and
improve
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
19. Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
Plan (A)
Determine the problem area
Define the standard
Define the current situation
Determine the discrepancy
Select a measurable goal
State the problem in a
statement form in order to
brainstorm potential causes
Plan (B)
Brainstorm potential
causes to the
problem
Collect and analyze
data related to the
problem
Challenge the data
with facts
Select most likely
causes based upon
team impact
Establish a cause/
effect relationship
Determine root
cause/driver cause
Plan (C)
Brainstorm countermeasures
to address the root cause
Select proper
countermeasures based
upon criteria
Coordinate/gain approval of
leadership to implement
Do
Develop a plan to implement the
countermeasure(s) selected
Assign tasks
Communicate plan
Execute pilot plan with timelines
and establish a tracking method
Check
Monitor progress of
the pilot project
Gather/analyze
additional data if
necessary
Modify
implementation plan
if necessary, based
upon results
Monitor results of
the specific
countermeasure(s)
that addressed the
root causes
Act
Evaluate the results
Standardize the effective countermeasure(s) to
prevent recurrence
Share your success with other affected areas
Plan on-going monitoring of the solution
Start the PDCA process again to refine your
countermeasure or if results if uneven
Continue with other improvement
opportunities
Summary of PDCA Steps
Handout
20. Group Dynamics
Exercise 2
5 Brain Teasers:
How successful solving by yourself?
How successful solving as a Team?
21. Tools for Step 1A:
Problem Identification
Tools to clarify information
for problem identification:
►Check sheet
►Line graph
►Pareto Chart
►Flowchart
►Affinity diagram
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
Keep? Omit?
Or move to X?
22. Tools for Step 1B:
Cause Investigation
Tools to identify the most likely
causes of the problem:
►Cause and Effect (Fishbone) diagram
►Affinity diagram
►Interrelationship diagram
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
Keep? Omit?
Or move to X?
23. Select
Countermeasures
Tools to select countermeasures:
►Criteria matrix
►Force field analysis
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
Keep? Omit?
Or move to X?
24. Implement
Countermeasures
Tools to implement countermeasures:
►Implementation Plan / Gantt chart
►Action Plans
►Flowchart
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
Keep? Omit?
Or move to X?
25. Tools for Step 3: “Check”
Study the Results
Tools for determining
effectiveness of countermeasures:
►Data collection
►Check sheet
►Line graph
►Histogram
►Pareto
►Flowchart
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
Keep? Omit?
Or move to X?
26. Tools for Step 4:
“Adjust / Act” Standardize
Tools for planning and
implementing standardized processes:
►SOPs
►Visual Controls
►Force field analysis
►Criteria matrix
►Radar chart
►Flow chart
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
Keep? Omit?
Or move to X?
28. PDCA 1/07
5-Why + (1-How)
Analysis
The 5 ‘Whys’ and 1 ‘How’
Define the problem
►What fails?
►Where does the failure occur?
►When does it occur?
►How does it occur
Then ask ‘why’ five times until root cause(s)
are identified or ignorance is reached
Once the root cause(s) is identified, ask, ‘How
do I correct it?’
29. 5 Why Analysis
Pros:
East to use
Introduces problem solving methods
Prevents band-aid solutions (rush to judgment)
Cons:
Stakeholders not always involved
Not data driven, not repeatable
Easy to bias results ...
Relies on personal experience...
-go and investigate...go and see
Doesn't account for multiple cause factors
Non-date analysis of simple issues,
-important problems need data
analysis
How?
30. 5-Whys Exercise
Habitually late for work:
Why is the employee late? Because she woke up late.
Why did she wake up late? Because she slept late last night.
Why did she stay up too late? Because she watched a late night
show on TV.
Why did she watch TV late in the night? Because she can’t sleep.
Why can’t she sleep? Because she has insomnia.
Why is she insomniac? Because she is worrying.
Why is she worried? Because she’s thinking that she might lose
her job.
Why is she worried of losing her job? Because she’s not getting
any feedback from her boss regarding her work.
To be refined
Keep? Omit?
Or move to X?
32. Fishbone Diagram (Ishikawa diagram)
Problem-Solving Analysis
Instructions
Cause Effect
Refer to the Toolkit
33. Fishbone Diagram
Problem-Solving
Analysis Instructions
Cause Effect
Measurements
Materials People (Manpower)
Environment
Methods
Equipment
(Machines)
Test results
Process Temperature
Strength
Contamination
Humidity
Ambient Temp
Vendor-supplied
Age
Recipe / VC
Technique
Order of work
Timing
Adjustments
Attention
Training
Work Balance
Calibration
Machine Temp
Settings
Accuracy
Reliability
Skills
35. Creating a Fishbone
Diagram
Step 1: Clarify the characteristics of the
problem and write a title
Step 2: Write in the effect characteristics and
draw the spine
Step 3: Clarify the factors affecting the
characteristics
Step 4: Check for omitted factors
Step 5: Identify factors that strongly affect
the characteristic
Step 6: Write in related information
37. Used to show relative frequency or magnitude
of events or issues, to identify the most
important.
Causes of late shipments
0
5
10
15
20
25
30
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Pareto Charts
38. Step 1: Decide which items to study and
collect data
►Content categories
►Cause categories
►Select the data collection time period
Step 2: Tabulate data and calculate the
cumulative number
►Arrange items in order
►Use of “Other” category
Creating a Pareto
Chart
39. Creating a Pareto
Chart
Step 3: Draw the vertical and horizontal axes
Step 4: Display the data as a bar graph
Step 5: Drawing a cumulative curve
Step 6: Create a percentage scale on a
vertical axis on the right side
Step 7: Label the diagram
Step 8: Examine the diagram
41. PDCA + A3 =
Model for Improvement
PDCA + A3 = Model for Improvement
1) “What are you trying to accomplish?
2) “How will we know that a change is an
improvement?
3) What change can we make that will result
in an improvement?
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
+ =
43. PDCA 1/07
Root-cause Analysis: What are the causes, requirements, constraints?
Title / A3 Theme:
Problem Statement: Of all our problems, why this one?
Owner: Stakeholders:
Current Situation: What do we know for sure?
Goal: What is the specific change we want to accomplish now?
Recommendations: What are your proposed countermeasures, strategies,
alternatives?
Implementation Plan What activities will be required? What? Who?
When?
Follow-Up Actions: What issues remain? How will they be addressed?
Approval:
“P” “D” “C” “A”
“P”
“P”
“P”
“P”
“D”
“C”
“A”
Date:
Have all appropriate steps and departments been involved in this project?
Yes / No
44. A-3 Report –
Administrative Data
Title of project
Name, title, date
Team / stakeholders
Approval Authorities
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
45. Problem Description
Statement
The Issue / Problem
► Sounds easy; the most
difficult
► What REALLY is the problem?
What is the REAL PAIN the
Team is experiencing?
► Leaders may need to coach
and “mentor” the problem-
solver to revisit the problem
as the progress through the
Mini Kaizen and start
analyzing the real problem!
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
46. A Good “Problem
Statement” test:
• What is the problem?
• Why is it a problem?
• How important is it?
(how does it tie to the
CCM business
objectives/Mission
Statement)
• How can you measure
the problem?
• What are the FACTS?
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
48. Current Situation
•Determine the Problem
►Background of issue
►Context
►Business impact
•Standard
•Current Situation or Performance
•Discrepancy – Current versus Ideal
•Extent or Duration
•Rationale (Reason to Improve)
•Goal Statement
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
49. Goal
•What is the specific
change we want to
accomplish now?
•What is the ideal state?
•What will a “perfect”
situation look like?
•Does this goal support
the CCM Mission?
•Has leadership approved
of the Goal?
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
50. Identifying Causes
and Solutions
•Problem Statement
► Revisit & review
•5-Whys
•Potential Causes
•After Fishbone Categorization
•Analyze Root Causes
•Prioritize
•Countermeasure(s) Brainstormed
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
51. Solutions /
Countermeasures
•Countermeasures selected
•How will they eliminate root causes?
•How will we communicate the
countermeasures?
•How will we monitor the countermeasures?
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
52. Implementation
Plan
•What will be done?
•Who will do?
•Where will it be done?
•By when will it be done?
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
53. Following Up
•What will be checked?
•How will it be checked?
•When will it be checked?
•What next steps are recommended?
►New improvement?
►New problem?
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
55. A3 Group Exercise 4:
“Poor Alice”
Team Lead candidate
Attendance issues: corrective action
Competing priorities
Family dynamics
Household flow
56. JDIs: (…failure to plan is planning to fail…)
Proceed with Caution!
“PDCA is destroyed in the
reverse order it is built…”
Beware of justifying a
solution without analyzing
the problem…
Leaders should ask:
What problem are they trying
to solve?
Did they test / document it?
How will they know the
condition improved?
Teacher’s Key:
Every Detail Correct: +1 point
Every Detail Missed /Wrong: - 1 point:
Face Facing?: Left or Right
Left = -1
RIGHT = +1
“USA?”: YES = -1
“E Pluribus Unum?”:
YES = -1
“In God We Trust?”:
Yes = +1
Location: “I.G.W.T?”:
Top = +1
Anywhere else= -1
Date?: No = -1
Yes = +1
Date Location?
Left = -1
Bottom Right = +1
Mint Letter: None = -1
Yes = +1
Mint Location:
Left = -1
Under date: = +1
“One cent”: Yes = -1
No = +1
“Liberty?”: No = -1
Yes = +1
Liberty Location:
Right = -1
Left = +1
Escalator Video
What’s the problem?
What are the facts?
What are the improvement opportunities?
Walk up stairs
Walk down stairs
Is it cost-effective to stay on the escalator?
Waiting for help to arrive
Contingency Plan?
Obstacles: Unexpected Learning; becoming stairs
Lazy?
Unwilling?
Big Decision?
Which One are you?
What does a broken escalator cost?