Training structured problem solving by experts, general, 13 05-06

Hannover – 06. May 2013
Training on
Structured Problem Solving
“A job for Sherlock Holmes & 13 tools …”
Presentation material by B. Krueger
and Experts

Continental - Tire Division
Learning targets
No. 2 / B. Krueger / 6/6/2013 © Continental AG
Introduction

Expectations
Introduction
Add your flip chart here

Agenda “training on structured problem solving”
1. What is structured problem solving …
• 6 steps of structured problem solving
2. How to do structured problem solving …
• the process and the tools - with exercises
3. When structured problem solving should be carried out
and Who is responsible …
Introduction

Chapter 1
What is
structured problem solving …
6 steps of structured problem solving
What is a problem?
Why structured problem solving?
Chapter 1 – Why structured problem solving …

Chapter 1 - Let’s start with a practical exercise
What is structured problem solving?
Chapter 2 – How to do structured problem solving …
Do you know this guy?

Chapter 1 -
6 steps of structured problem solving and the corresponding tools

Chapter 2
How to do structured problem
solving …
• the process
• the tools
• the workflow and the “tool package”

Chapter 2 –
The process of structured problem solving
… which tools should be used?
how to do it?
Qualitative model from 2  3
Quantitative model from 3  4

Step 1 – Define the problem

Step 1 - Tool package A

Step 1 – Exercise
Create a checklist to describe a
problem
It will help you later on
to gather all needed information
let’s start –
10 minutes time to finish

Step 1 – Summary on steps to define the problem

Step 2 – Analyze the problem

Step 2 – Find the root cause …
Starting analysis - find cause

Step 2 – Tool package “B”
to find the cause

Starting analysis - find cause / Tool “Is – Is not”
Gather more facts; do is – is not
Example

Starting analysis - find cause / Tool “Is – Is not”
Gather more facts; do is – is not
Example blemishes on sidewall of 275/70 R16 in PE

Step 2 – Fishbone
Do Fishbone, score on main causes, formulate hypothesis and verify them

Step 2 – Tips: How to do the Fishbone
1. Do the Fishbone together with your team
2. Write the problem statement into the “fish head”
3. Clarify major categories
4. Let the team brainstorm to identify possible causes of the problem
5. Use brainstorming rules to run the Fishbone session
6. Write down all ideas
7. Don’t get hung up with which categories to use as long as all the ideas are captured
8. After brainstorming vote on the most reasonable cause (1 to 3 dots/person)
9. Formulate hypothesis on main causes
10. Check hypothesis against already known facts
11. Verify hypothesis, define how and who should do it
Let’s practice together!

Step 2 – Exercise
1. Do Fishbone on potential causes …
2. Score on main causes
3. “Formulate hypothesis” on main cause and how to verify
let’s start –

Step 2 –
preparation for your Fishbone”: explain the facts of the problems
Place your example description from the
flip chart here!

Step 2 –
your “Fishbone” and scoring on main causes
Place your example from the flip chart here!

Step 2 –
Hypothesis and verification of your cause
Place your example from the flip chart here!

Step 2 – Verification of hypothesis vs. facts
Example blemishes on sidewall of 275/60 R16 in PE
1 2 3 4 5 6
Rating
(sum) comment
5 Compressionofsidewallinbobbin 3 1 3 3 5 3 18 Ifsidewallissqueezedinthesamepositionthat
theproblemoccurs,thereisasuspicionthatthis
iscausingblemishes
Checksidewallforhi-point
correspondingwithpositionontire.
xx
6 curing bladdertype 1 1 5 5 5 1 18 Bladdercannotaffectblemishesinanunequal
way
Confirmthebladderallocationis
correct/alternatives
xx
7 1ststagestitchingpressure 1 1 3 5 5 5 20 Ifstitching/stitchingpressureisaffectingthe
"problemarea",wemustinvestigatethe
process
Confirmifthestitchingisdeformingthe
sidewall
xx
8 shapingpressure(curing) 3 1 5 5 5 1 20 Dependingonwhetherthepressesareallset
upthesame
Dotrialrunningmax&minpressures xx
9 liftratio 3 1 5 5 5 5 24 Pinchtest xx
Possiblecausesfrom"Fishbone"
brainstorming
# Verificationofhypothesis(potentialcauses)againstfactsformthe"Is-isnot"problemdescription actionsforverification owner

Tool package “C”
to find the root cause
includes
steps 

27
WHY
WHY
WHY
WHY
root cause level 1
level 2
level 3
level 4
WHY
Problem identified
Step 2 – The 5 Why principle to find the root cause …
From cause to root cause

Step 2 – The 5 Why principle to find the root cause …
1. Note problem description
2. Ask 5 (several) times “why”
 to find the root cause
or ask :
“what is the reason, that …”
“how could it happen, that …”
start with the proven cause
3. Define actions
- Immediate actions to fix the symptom/cause
- Permanent corrective actions to fix the root cause

Step 2 – Example “5 Why”
“Why were the Eurovents blocked?”
-> due to oil in the mold
“Why was oil in the mold?”
-> because the press was leaking
“Why was the press leaking?”
-> because the hydraulic cylinder was leaking
Why was the hydraulic cylinder leaking?
327 tires, size 2014 with faulty sidewall splice out of press J1 within
the last week . Cause: Mold was dirty; the Eurovents blocked.
-> cylinder maintenance not part of regular check

Step 2 – Exercise 5 Why
Complete the 5Why form with an example of a problem
which recently occurred in your working area
let’s start –
Chapter 2 – How problems should be solved

Step 2 – examples of “5whys”

Step 2 – Summary on steps to analyze the problem

Step 3 – Work out remedies
Qualitative model from 2  3

Step 3 - Poka Yoke
= solutions (fool or mistake proven) to prevent doing a mistake
Examples:
our SIM card has a cut corner to
ensure correct insertion in cell phone
in our area and still under discussions –
new DOT code plates
old with pin new – D-shape

Step 3 – Summary on steps to work out remedies

Step 4 – Select, plan actions
Quantitative model from 3  4

Step 4 – Summary on steps to select and plan the actions

Step 5 – Implement, follow up on progress

Step 5 – Summary on steps to implement, follow up on progress

Step 6 – Check, reflect, standardize

Step 6 – Tips: How to check, reflect, standardize
1. check on effectiveness of your remedy by control / trend
charts
2. define triggers to have for the future an early warning system
Please note: have checklist
not to forget any document
Check,
reflect,
standardize
6
3. should there be any changes to the Best Operating Practice?
reflect, standardize, update your documents
changes may be required to
• work instructions
• procedures
• drawings
• one-point-lesson

Check,
reflect,
standardize
6
Step 6 –

Chapter 3
When structured problem solving
should be carried out and
Who is responsible for structured
problem solving …
Chapter 3 – When structured problem solving should be carried out …

your contact partner and further support
Britta Krüger
QM – CBS BU Coach Central Functions & BU OE
Phone: +49 511 976 34867
Email: britta.krueger@conti.de
Experts:
Axel Becker +49 511 976 3521
Raymund Lederhofer +49 511 976 3289
Carsten Schroeder +49 511 976 3228
Heiner Volk +49 511 976 3501
Klaus Wiese +49 511 976 3902
end

Training structured problem solving by experts, general, 13 05-06

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