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Two Types of Problem-Solving Models
There are two kinds of models for conducting enterprise-wide or company-specific
probl...
1
(c) 1996, 2003 Performance Technology Group
Nashville TN www.performancetechnology.com
Welcome to CEDAC LearningWelcome ...
2
(c) 1996, 2003 Performance Technology Group
Purpose of CEDACPurpose of CEDAC
• Provide a tool for continuous systematic
...
3
(c) 1996, 2003 Performance Technology Group
History of CEDACHistory of CEDAC
• Developed in the mid-1970’s by Dr. Ryuji
...
4
(c) 1996, 2003 Performance Technology Group
AcknowledgmentsAcknowledgments
• Content of this course is based on the book...
5
(c) 1996, 2003 Performance Technology Group
Why Are We Doing This?Why Are We Doing This?
• To provide you with a tool fo...
6
(c) 1996, 2003 Performance Technology Group
What Will You Learn to Do?What Will You Learn to Do?
– Define the following ...
7
(c) 1996, 2003 Performance Technology Group
An Overview of CEDACAn Overview of CEDAC
• CEDAC is short for “Cause-and-
Ef...
8
(c) 1996, 2003 Performance Technology Group
Overview of CEDAC (contOverview of CEDAC (cont’’d)d)
• Can be applied to a v...
9
(c) 1996, 2003 Performance Technology Group
SAMPLE CEDAC BOARDSAMPLE CEDAC BOARD
CORRECT
PARTS OTHER
PLANNING QUALITY SH...
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Cedac ptg

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Cedac ptg

  1. 1. Two Types of Problem-Solving Models There are two kinds of models for conducting enterprise-wide or company-specific problem-solving methods. In the first model, the company's management is charged with identifying the problems of the company, and the management or its consultants apply the solutions to that problem. The only remaining problem is: how to train the workers to do what they don't know how to do? The second model is more participatory than the former model. In this model, workers are trained to find, identify, and quantify problems. The workforce helps devise cost- effective solutions to the problems they uncover and, in the process, develop critical- thinking and problem-soling skills. The Participative Model & CEDAC Are you looking for a participative problem-solving methodology to: Identify root causes of production-related quality and related process problems? Engage the workforce in helping to identify these problems and propose effective counter-measures? Capture the expertise of highly experienced personnel in a manner that produces standardized methods and consistent practices that less-experienced personnel can follow? One mechanism that can help accomplish these needs is CEDAC – Cause & Effect Diagram with the Addition of Cards. The purpose of the CEDAC system is to reduce the number of manufacturing defects through continuous improvements by enabling people to make use of their accumulated knowledge and experience. The system is a tool to register and overcome defects, shortcomings, problems, and suggestions found in production by involving the employees in solving the problems. CEDAC distinguishes itself in the broad array of problem- solving methods in that it is a participatory problem-solving tool, rather than a delegated problem-solving method. CEDAC may certainly be the most appropriate tool to bridge some of the performance, communication, and quality gaps a company is experiencing. CEDAC Board 1
  2. 2. 1 (c) 1996, 2003 Performance Technology Group Nashville TN www.performancetechnology.com Welcome to CEDAC LearningWelcome to CEDAC Learning Cause-and-Effect Diagram with the Addition of Cards © 1996, 2003 All rights reserved.
  3. 3. 2 (c) 1996, 2003 Performance Technology Group Purpose of CEDACPurpose of CEDAC • Provide a tool for continuous systematic improvement. • To help identify causes of specific problems and to identify, test, and institute process improvements.
  4. 4. 3 (c) 1996, 2003 Performance Technology Group History of CEDACHistory of CEDAC • Developed in the mid-1970’s by Dr. Ryuji Fukuda for Sumitomo Electric. • From 1976-1979, 350 CEDAC projects were initiated by Sumitomo Electric; results exceeded all expectations. • Used today by numerous companies, including Weyerhaeuser, Pratt & Whitney, Allied Signal, Timken, Newell- Rubbermaid, GM of Canada, & many other companies worldwide.
  5. 5. 4 (c) 1996, 2003 Performance Technology Group AcknowledgmentsAcknowledgments • Content of this course is based on the book: CEDAC: A Tool for Continuous Systematic Improvement, published by Productivity Press, Portland, Oregon. • CEDAC® is a registered trademark of Productivity, Inc. We are using the term CEDAC as an acronym for Dr. Fuduka's "cause-and-effect diagram with the addition of cards" methodology as described in the book.
  6. 6. 5 (c) 1996, 2003 Performance Technology Group Why Are We Doing This?Why Are We Doing This? • To provide you with a tool for identifying and solving problems. • To teach you the skills required to implement the CEDAC method. • To initiate a team-based, systematic problem- solving approach for the company.
  7. 7. 6 (c) 1996, 2003 Performance Technology Group What Will You Learn to Do?What Will You Learn to Do? – Define the following terms used in the CEDAC method: • CAUSE vs. EFFECT • PROBLEM-EFFECT STATEMENT • TARGET-EFFECT STATEMENT • FACT STATEMENT • IMPROVEMENT STATEMENT – Identify the components (sections) of the CEDAC board. – Write PROBLEM-EFFECT & TARGET-EFFECT statements. – Write FACT and IMPROVEMENT statements.
  8. 8. 7 (c) 1996, 2003 Performance Technology Group An Overview of CEDACAn Overview of CEDAC • CEDAC is short for “Cause-and- Effect Diagram with the Addition of Cards.” • Helps you systematically collect, analyze, and integrate information on quality and productivity problems. • Brings problem-solving to the "front lines," involving employees and management.
  9. 9. 8 (c) 1996, 2003 Performance Technology Group Overview of CEDAC (contOverview of CEDAC (cont’’d)d) • Can be applied to a variety of situations: – Product quality; returns and allowances – Customer complaints – Design problems – Rework – Poor communications – Setup problems – Downtime problems
  10. 10. 9 (c) 1996, 2003 Performance Technology Group SAMPLE CEDAC BOARDSAMPLE CEDAC BOARD CORRECT PARTS OTHER PLANNING QUALITY SHIPPING FACTS IMPROVEMENTS NEW STANDARDS PROBLEM EFFECT: 97 96 95 94 93 92 91 90 In the past year, missed shipments have increased to an average 10%. Start TARGET Weeks TARGET EFFECT: Increase shipping promises kept from 90% to 97% over the next four months using monthly production report. CORE GROUP MEMBERS Jim, Harry, Floyd, Charlie PROJECT LEADER JM R START DATE 5-22-02 TARGET DATE 9-22-02

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