The document outlines Ha Dao's presentation on effective problem solving and prevention. It discusses integrating purpose, process, and people to drive a continuous improvement culture. The presentation highlights best practices for problem solving, illustrates with a case study, and calls leaders to clarify roles and behaviors to solve problems quickly. The goal is to exceed customer expectations through kaizen in purpose, people, process, and culture.

1. 1
Effective Problem
Solving & Prevention
Ha Dao, ASQ Fellow
ASQ Board of Directors, Member
ASQ TCC Conference
Oct 30-31, 2014 - Orlando, FL

2. 2
Agenda
1. Understand Problem Solving’s Impact:
• How are you viewed by your customers?
• How do you solve your problems?
• What are the inhibitors to success?
2. Define Effective Problem Solving:
• Purpose
• Process
• People
3. Drive a Problem Solving Culture:
• Roles & Responsibilities
• Desired Behaviors
• Call for Actions

3. 3
Agenda
1. Understand Problem Solving’s Impact:
• How are you viewed by your customers?
• How do you solve your problems?
• What are the inhibitors to success?
2. Define Effective Problem Solving:
• Purpose
• Process
• People
3. Drive a Problem Solving Culture:
• Roles & Responsibilities
• Desired Behaviors
• Call for Actions

4. 4
Problem Solving’s Impact
Apr 20, 2010
bp Oil Spill
The bp Oil Spill began on April 20, 2010 in the Gulf of Mexico on the BP-operated Macondo
Prospect. It claimed 11 lives. Following the explosion and sinking of the Deepwater Horizon oil rig,
oil gushed for 87 days, discharged 210 million US gallons.

5. 5
2014 Automotive Recalls
Automakers have recalled more than 50 million vehicles in 2014. The latest wave impacts certain cars
with defective airbags from the Japanese company Takata. The airbags, which can rupture and blast
metal debris, have been linked to at least four deaths.

6. 6
Customer Expectations
 Responsive
 Proactive
 Role Models
 Solving Problems
 Prevent Problems
How do we want to be
viewed by our customers?
Our customers’ best supplier
 Reactionary
 Firefighting
 Inconsistent
 Problems Not Solved
 Flawed Launches
How are we viewed by
our customers today?

7. 7
Fire Fighting to Continuous Improvement
Must Change from Fire Fighting to
Continuous Improvement.
Source: www.4c.ltd.uk

8. 8
How Do You Solve Problems?

9. 9
Discussion
What are some
Inhibitors to an
Effective Problem
Solving Process?

10. 10
1. TOOLS
• Problem Described Incorrectly
• Inappropriate Usage Of Tools
• Lack Of Training In Problem Solving
• Misidentified A Root Cause
2. PROCESS
• No Structured Process
• Poor Strategies For Root Cause
• Ask Divergent Questions
• Jump To Conclusions
3. CULTURE
• Lack Of Leadership Support
• Lack Of Resources
• Poor Direction & Participation
• Management’s Impatience
Some Inhibitors to Effectiveness

11. 11
“The way we do it around here!”
What is
Culture?
cul·ture: the set of shared attitudes, values, goals and
practices that characterizes a company or corporation.
-Webster’s Dictionary
Culture

12. 12
Culture Drives Most Leverage
10:1
Culture
100:1
Quality
Cost
Delivery
MSD
Process
2:1
Tools
Enterprise Engagement
Desired
Behaviors &
Expectations

13. 13
Agenda
1. Understand Problem Solving’s Impact:
• How are you viewed by your customers?
• How do you solve your problems?
• What are the inhibitors to success?
2. Define Effective Problem Solving:
• Purpose
• Process
• People
3. Drive a Problem Solving Culture:
• Roles & Responsibilities
• Desired Behaviors
• Call for Actions

14. 14
Effective Problem Solving & Prevention
Purpose
ProcessPeople
Culture
 Purpose: Ongoing
Continuous Improvement.
 Process: Systematic,
Structured, Disciplined Data-
Driven Approach.
 People: Capable & Engaged
Problem Solvers.
 Culture: Desired Behaviors
and Expectations.
Effective Problem Solving & Prevention integrates
Purpose, Process & People Dimensions to produce an
Continuous Improvement Culture with robust Results.

15. 15
Fire FightingFire Fighting
Problem SolvingProblem Solving
Preventing ProblemsPreventing Problems
ProblemProblem--Free Products andFree Products and
Processes Through ProactiveProcesses Through Proactive
Problem PreventionProblem Prevention
Fire FightingFire Fighting
Problem SolvingProblem Solving
Preventing ProblemsPreventing Problems
ProblemProblem--Free Products andFree Products and
Processes Through ProactiveProcesses Through Proactive
Problem PreventionProblem Prevention
Where
do you
want
to be
in five
years?
Purpose: Problem Solving & Prevention Journey

16. 16
Purpose: Select the Right Projects
Effort
Benefit
HighLow Med
HighLowMed
13
6
15
1 8
3
12
9
4
7
17
14
10
16
11
5
• Strategic Alignment
• Quality Improvement
• Revenue Growth
• Cost Reduction
• Resources Required
• Project Duration
• Capital Investment
• Project Risk
Highly Desirable
Opportunities
Potentially Desirable
Opportunities
“Potential Quick Hits”
Least Desirable
Opportunities
What projects
should we work on?
Example

17. 17
Ineffective:
Relying on guessing & trial
and error.
Pursue a large number of
potential causes.
Jump to Conclusions.
Jump to Solutions.
Implement Band-Aids
Effective:
Disciplined & Systematic.
Converge rapidly to true
root cause.
Reveal unforeseen
relationships.
Turn problems on and off.
Fix problems once & for all.
Process: Effective vs Ineffective Method

18. Recognize
Problem
Is the
Potential
Cause a
Root Cause?
Use Team
Approach
Describe the
Problem
Implement and
Verify
Containment
Identify
Potential
Cause(s)
Converge on
Likely Causes
Identify
Potential
Solutions
Choose and
Verify Corrective
Actions
Implement
Permanent
Corrective Actions
Prevent
Recurrence
Congratulate
Your Team
Root Cause Analysis
8D Problem Solving Process








4a
4b
4c
4d
Yes
No
Step
8D = 8 Disciplines
18
Example

19. 19
Problem Solving Deployment
ACT PLAN
DOCHECK
PLANACT
CHECK
4. Leverage Projects 1. Select Projects
DO 2. Execute Projects3. Review Projects
• Approve plans and outcomes
• Close projects and document results
• Leverage results to similar areas/process
• Institutionalize knowledge
• Identify best practices
• Link performance/results to PMP
• Implement effective controls
• Identify & launch new projects
• Adjust strategies as needed
• Set goals through Strategy Deployment
• Develop customer focus project pipe line
• Select and focus on high impact projects
• Set up regular review cadence
• Review & monitor progress
• Escalate issues
• Monitor real business impacts
• Establish control standards
• Provide guidance for next steps
• Benchmark for ongoing suitability
• Ensure team follows process/best practices
• Audit Program for effectiveness
• Allow time for projects
• Provide resources
• Have sense of urgency
• Remove road blocks
• Provide frequent updates
• Provide training/coaching
• Execute plan
• Staff projects
• Allocate resources
• Drive alignment to objectives
• Develop training plan
• Define roles & responsibilities
• Set expectations
• Follow the disciplined root cause process
• Implement solutions and improvements
• Manage for excellence
Example

20. 20
Multi-
Vari
5S C&E
SIPOC
Pareto
FMEA
Histogram
Component
Swap
SPCDOE
Gage
R&R
5 Why
VSM
8D
Tools

21. 21
Agenda
1. Understand Problem Solving’s Impact:
• How are you viewed by your customers?
• How do you solve your problems?
• What are the inhibitors to success?
2. Define Effective Problem Solving:
• Purpose
• Process
• People
3. Drive a Problem Solving Culture:
• Roles & Responsibilities
• Desired Behaviors
• Call for Actions

22. 22
Discussion
What are the Roles of
the Top Executives?

23. 23
Roles of Top Executives
1. Understand Problem Solving Process:
• Understand and Support the 8D Process
• Engage, Support and Lead by Examples
2. Drive Problem Solving Culture:
• View problems as opportunities
• Transition from “Reactive” to “Proactive”
3. Align Vision:
• Align 8D to the organization vision & strategy
• Reinforce importance of problem solving culture
4. Embed in Strategic Plan:
• Establish Strategies, Objectives, Action Plans
• Allocate Resources & Provide Training
5. Monitor Progress:
• Establish Metrics and Measure Performance
• Remove Road Blocks
Source: AIAG CQI-21

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What are the Roles of
Middle Management?
Discussion

25. 25
Role of Middle Management
1. Obtain Knowledge (Know How):
• Understand process, tools and its applications
• Engage, Support & Lead by Examples
2. Understand “Know Who vs Know How”:
• Select the right people to engage
• Use the right resources to get things done
3. Use Effective Problem Solving Process:
• Ensure the team to follow disciplined process
• Ask the right questions to keep the team focused
4. Escalate Issues:
• Recognize when not resolving issues in a timely manner
• Escalate issues for resolution to higher management
5. Empower People:
• Trust and empower people to make tactical decisions
• Provide direction and guidance, and not to “micro-manage”
Source: AIAG CQI-21

26. 26
What are the Desired
Behaviors for Problem
Solvers?
What are the Desired
Behaviors for Leaders?
Discussion

27. 2727
ExampleSource: www.delphi.com

28. 28
Lessons Learned
1. Start at the Top:
• Align and Embed to Strategic Plan
• Lead by Examples to Drive the Right Behaviors
2. Use Systematic Process:
• Use Repeatable, disciplined, structured approach
• Commit to the Process; Follow the Process
3. “Think Big, Start Small, Scale Fast”:
• Demonstrate concept and get buy-in (Pilots)
• Expand impact through systematic deployment

29. 29
People
Culture
Process
Purpose
Kaizen – Purpose
Exceed Ever-Increasing
Customer Expectations
Kaizen – People
Expand Capability,
Capacity, & Engagement
Kaizen – Process
Innovation Integration
Transactional Application
Kaizen - Culture
Expand to Proactive
Prevention
Summary & Takeaways

30. 30
Call for Actions
1. Understand Process
• Use Structured Problem Solving Process
• Leverage Combo Of Purpose, Process, People
2. Drive The Culture
• Clarify The Roles & Responsibilities
• Drive Desired Behaviors: See, Own, Solve
3. Lead by Examples
• You Lead The Way – Be the GLUE
• Enlist an Executive to Champion the Cause

31. 31
“Even if you are on the
right track, you’ll get run
over if you just sit there.”
- Will Rogers

32. 32
Effective Problem
Solving & Prevention
Ha Dao, Member
ASQ Board of Directors
ASQ TCC Conference
Oct 30-31, 2014 - Orlando, FL

33. 33
Abstract: Effective Problem Solving & Prevention
• Many organizations are facing stronger competition, increased customer
expectations, and more aggressive delivery deadlines – all against a
backdrop that tolerates less room for errors. Each of these factors requires
the organizations to solve problems and develop solutions more efficiently
with minimum waste and a constant need to continuously improve their
performance.
• Effective problem solving and prevention has been critical for organizations
that strive for operational excellence. There are opportunities for further
improvements. Improvements are needed as evidenced by scrap, rework,
warranty costs, delays and products recalls.
• Taking advantages of these opportunities requires a combination of
effective processes and tools, combined with strong leadership to drive a
culture that problems are solved quickly with minimal resources.
• This presentation will highlight the insights, provide the best practices, and
illustrate with a case study of driving a culture for effective problem solving
and prevention. The power is in how the dimensions of Purpose, Process,
and People are integrated to create a Continuous Improvement Culture that
results in a true competitive advantage.

34. 34
Ha Dao Bio
Ha Dao, an ASQ Fellow, is the Corporate Quality Manager for Emerson Climate Technologies. He
is responsible for the development and deployment of an enterprise approach to Quality
Operational Excellence (Quality OpEx) and the systematic pursuit of Business Excellence. Ha also
supports the extension of Quality OpEx external to Emerson through his active membership with
the American Society of Quality (ASQ), the Conference Board Quality Council and the Partnership
for Excellence (TPE).
Ha is a recognized expert in problem solving. His certifications include Shainin Red X Master, Six
Sigma Master Black Belt, ASQ Certified Six Sigma Black Belt, CQE & CQA. Ha holds a BSME and
a Master of Science in Management Science. With over 25 years of diversified experience, he has
worked for General Motors, Delphi Corporation, Goodrich Aerospace and SSA & Company
(formerly Six Sigma Academy).
Ha is very active in the professional societies and provides many services to the communities. His
work has earned many awards and recognitions, including:
 National Director, ASQ Board of Directors (2013-2016)
 Member, The Conference Board Quality Council (2013)
 Member, Board of Examiners, The Partnership for Excellence (2013)
 Past Chair, ASQ Automotive Division (2009-2011)
 Outstanding Engineers & Scientist Award, Affiliate Societies of Dayton, 2007
 ASQ Fellow, American Society for Quality (ASQ), 2005
Ha.Dao@Emerson.com
(937) 710-3054