1. Practical Problem Solving
Training Deliverable
Understand the tools used in Problem Solving
Be able to apply tools to identify Root Cause
Identify Containment and Countermeasures
Fully complete a PPS Document to detail the logic for conclusions

2. Problem Solving Highest Quality Lowest Cost
Continuous improvement Human centred work
Just In Time
Built In Quality
Standardisation
Problem Solving
Visual Management
5 S
T P M

3. Quote “The best way to predict the future is to invent it.”
If YOU think it CAN’T be done,
You are right.
If YOU think it CAN be done,
YOU are right.
Henry Ford
“The best way to predict the future is to invent it.”
Peter Drucker

4. we never made any mistakes”
Overview
New Problems Are Improvement Opportunities
Repeat problems are a failing in the way that we manage the business.
“ We learn much more from the mistakes we make and the problems we overcome, than if our life contained no problems and
we never made any mistakes”
The tools studied to date strongly support creating the standard, lowering the water level, and communicating issues visually, physically and verbally.
When issues become transparent as we progress through implementation, the need to rectify the issues grows.

5. Overview
Key Points:
Problem Solving only looks at process Not people
Problem Solving requires an open mind
Use only facts and numerical data to guide you
Problem Solvers will ask “The Experts” to gain the information and the understanding required to find the real cause
Never assume, don’t use your expectations. “Go & See”
Try to avoid, “We’ve had this problem before”
NOT a blame culture as this stifles honest and open communication
IF YOUR CONCLUSION OR ROOT CAUSE = A PERSON THEN YOU’VE GOT IT WRONG!

6. Flowchart for Problem Resolution?
Is It
Working?
Don’t Mess With It!
Don’t Mess With t!
Did You
Mess With It?
OOOPS!
Will It
Blow Up In
Your Hand?
Anyone
Else Know?
That Could
Be A Problem
Can You
Blame Someone
Else?
Hide It!
Look The Other Way
NO PROBLEM!

7. Problem Definition
A problem is anything that deviates from the standard or expectation.
Level CHANGE CHANGE
Good
practice to record change on visual tracking
Three main factors to consider:
The standard
The deviation away from the standard
Time elapsed
Deviation
Time
The deviation from the standard enables us to gauge/determine the size of the problem
The time factor enables us to determine history/trend

8. Problem Resolution vs. Kaizen:
Kaizen Standard
Level
Problem Resolution
What is my tolerance on trend? Escalation procedure?
Review? Support?
Time
Problem resolution achieves the standard / stability Kaizen improves from the standard condition

9. Grasp the Situation / Causation Processes:
Base Upon Facts / Data
Data should be available through effective communication structure
Check Sheets
Simple 5 bar gate system to capture number / type
Pareto Analysis
Prioritisation of concerns / % of total issue
SPC Statistical Process Control Trend / control within upper and lower parameters / tolerance

10. Do Not Accept Do Not Make Do Not Pass
If you always do what you’ve always done you’ll always get what you’ve always got
“Insanity is doing the same thing over & over again & expecting different results.”

11. 8 Steps To Practical Problem Solving

12. Method
Containment
Countermeasure
The 3 C’s
Confirm

13. No Gimmicks
Proven method over time developed by one of the most successful companies of our time.
No frills
Simple
Lean Rooted
Kaizen Boosting

14. Mind Over Matter
Facts
Data
Experience
Common Sense
Are all used to form Logical and Rational Solutions to your organisation's problem and objective.

15. What’s The Problem? First things First…
Define what your organisation Considers a Problem
Gap between the actual condition and desired condition
Any deviation from the standard
Any unfilled customer needs

16. Problem Description STEP 1
Understand what the problem is and why it is a problem
This will be a generic description of the problem
Go Look See or go to the Gemba (Real Place)

17. Clarify The problem STEP 2
Time to get a more detailed understanding of the problem
From the data provided break this down into more specific detail
Study and analyse inputs and outputs of the specific process

18. Overview
STEP 3
Identify where the concern is happening within your process
Introduce a containment to prevent the concern escaping
100% inspection – what are the risks?
Ensure the customer is aware of the method of containment identification
Monitor containment utilising PDCA cycle

19. Identify The Possible Root Causes
STEP 4
Identify the Factors that could have caused the concern
Generally more than one
Consider and add all of the potential
Root Causes

20. Analyse the Root Cause STEP 5
Using why investigation Identify the actual Root Cause of the problem

21. Develop Countermeasures
STEP 6
Teams develop Countermeasures to remove the Root Cause
Open Communications vital during implementation
Seek Ideas and Feedback to see what is and isn’t working
Focus on One Countermeasure at a time to effectively monitor them

22. Implement Countermeasures
STEP 7
See Countermeasures through with clear detailed plan in a timely manner
Open Communications vital during implementation
Seek Ideas and Feedback to see what is and isn’t working
Focus on One Countermeasure at a time to effectively monitor them

23. Implement Countermeasures (cont)
STEP 7
“Anyone who has never made a mistake has never tried anything new” Albert Einstein
Mistakes happen it’s OK
Continue to work through the process
Persistence is Key

24. Monitor Results & Process
STEP 8
Some countermeasure require more than one attempt to get right
This may need modification and adjusting
Determine if intended outcome was result of countermeasure or a fluke
Always room for improvement in process if you have the tools in the right place to recognize them

25. Standardize and Share Success
Review the following documents / systems:
STEP 9
Set new processes as the new standard
Share results with organization
Reflect on what you’ve learned
Address ALL unresolved issues
Management System Manual
Manufacturing Work Instructions
Inspection Work Instructions
Flow Charts
Control Plans
Design FMEA
Process FMEA
Gauges
PPAP (Production Part Approval Process)
Engineering Change Approval
Manufacturing Forms
Inspection Forms

26. Recognise Success STEP 10 Communicate success!!
Notice boards, Intranet, Newsletters
Tell the customer, sell the success, turn negative to positive
Incentives for the most successful teams!
“A person who feels appreciated will Always do more than what is expected

27. Incorporating The PDCA Deming Cycle
Problem Description
Clarify Problem 3.
Define
Locate Point of Cause/Containment
Identify Possible Root Cause
Root Cause Analysis
Implement Solution
Check and Measure Improvement
Standardise – Document and Archive
Recognise Success Yokoten
Plan
Measure
Analyse Improve Do
Check
Control
Act

28. On to the Next One Continuous improvement
Move on to the next problem seamlessly Continue to work towards perfection

29. Cause And Effect Diagram

30. 2. Cause & Effect Diagram - Fishbone
Causes
Effect
Main Category
Cause
Problem/ Desired Improvement
Sub- Cause Root Cause
Shows Various Influences: Sub-causes Likely Root Causes

31. What is it?
An analysis tool that provides a systematic way of looking at effects and their respective causes
Developed by Dr. Kaoru Ishikawa of Japan in 1943 and is sometimes referred to as an Ishikawa Diagram or a
Fishbone Diagram because of its shape
A graphical display of the possible reasons - root Causes related to a problem/condition - Effect
Focuses on content of the problem not the symptom (effect)
Creates a snapshot of the team’s collective knowledge

32. Why Implement this?
It helps determine the root causes of a problem using a structured approach.
It encourages group participation and utilizes group knowledge of the process.
It uses an orderly, easy-to-read format to diagram cause-and-effect. relationships
It indicates possible causes of variation in a process. It increases knowledge of the process by helping everyone to learn more about the factors at work and how they relate.
It identifies areas where data should be collected for further study.

33. Step 1
Identify and clearly define the outcome or EFFECT to be analysed.

34. Step 2 Draw the SPINE and create the EFFECT box.
Draw a horizontal arrow pointing to the right. This is the spine.
To the right of the arrow, write a brief description of the effect or outcome which results from the process.
Draw a box around the description of the effect.

35. Fishbone Diagram
Spine
Problem
Effect Box

36. Step 3
Identify the main CAUSES contributing to the effect being studied.
Establish main causes, or categories, under which other possible causes will be listed.
4Ms – Methods, Materials, Machinery, and Man
4Ps – Policies, Procedures, People, and Plant
Environment

37. Step 3
Identify the main CAUSES contributing to the effect being studied.
Write the main categories your team has selected to the left of the effect box. Draw some above and below the spine.
Draw a box around each category label and use a diagonal line to form a branch from the box to the spine.

38. Inaccurate “Amount Due” Invoice
Diagram - Example
1. SELECT PROBLEM
OR EFFECT TO PROFILE
Material
Method
INCORRECT UNIT PRICE
INCORRECT QUANTITY
Inaccurate “Amount Due” Invoice
INCORRECT PRODUCT CODE
Environment
3. PROFILE CAUSES BY BRANCH
2. TEAM MEMBERS LIST POTENTIAL CAUSES
Machine
Man
Brainstorming capitalises on the experience and expertise of your team members

39. Step 4
For each major branch, identify other specific factors which may be the CAUSES of the EFFECT.
Identify as many factors or causes possible and attach them as sub-branches of the major branches.
Fill in detail for each cause.

40. Step 5
Identify more detailed levels of causes and continue organising them under related causes or categories.

41. Diagram - Example
4. ADD Sub-Causes
Method
INCORRECT QUANTITY

42. Step 6 Analyse the diagram.
It helps identify causes that warrant further investigation.
Use a pareto chart to determine the cause to focus on first.
See the “balance” of your diagram, checking for comparable levels of detail for most of the categories.

43. Step 6 Analyse the diagram.
A thick cluster of items in one area may indicate a need for further study.
A main category having only a few specific causes may indicate a need for further identification of causes.
If several major branches have only a few sub-branches, you may need to combine them under a single category.

44. Step 6 Analyse the diagram.
Look for causes that appear repeatedly. These may represent root causes.
Look for what you can measure in each cause so you can quantify the effects of any changes you make.
Most importantly, identify and circle the causes that you can take action on.

45. 5 WHYS

46. The Five Whys in Action
A two-week old washing machine suddenly stops working...
1st Why: Why did the machine stop working?
The fuse blew
2nd Why: Why did the fuse blow?
The motor overheated 3rd Why:
Why did the motor overheat?
The shaft was misaligned
4th Why: Why was the shaft misaligned?
The shaft bearing was damaged
5th Why: Why was the bearing damaged?
The shaft seal was missing.

47. 5 Whys Worksheet Define the Problem: Why is it happening? 1 2 3 4 5
You don’t
Define the Problem:
want to list 5 different reasons; you want to go deep on 1 reason.
Why is it happening? 1
Therefore
Why is that?
Therefore
Caution:
Why is that? 2
If your last answer is something you
Therefore
Why is that? 3
can’t control, go back up to the
previous answer on 1 reason
Cannot because
of a person
Why is that?
Therefore 4 5
Therefore
Action:

48. Five Why Non- conformance: No paper towel at wash basin
Q: Why is there no paper towel supplied to the wash had basin?
A: Cleaner did not refill.
Q: Why did the cleaner not refill?
A: Could not locate any stock. Q: Why was there no stock?
A: Stock had not been ordered.
Q: Why had the stock not been ordered?
A: The purchasing officer was not
informed that stock was low.
Q: Why were purchasing not informed?
A: The cleaner didn’t know who to tell.
Q: Why didn’t the cleaner know who
to tell?
A: They have not been adequately trained in the procedure.
Welding robot stops in the middle of its operation:
Q: Why did the robot stop?
A: A fuse in the robot has blown.
Q: Why has the fuse blown?
A: Circuits overloaded.
Q: Why did the circuit overload?
A: The bearings have damaged one another & locked up.
Q: Why have the bearings damaged one another?
A: There was insufficient lubrication on
the bearings.
Q: Why was there insufficient lubrication on the bearings?
A: Oil pump on robot is not circulating sufficient oil.
Q: Why isn’t the pump circulating sufficient oil?
A: Pump intake is clogged with metal shavings. Q: Why is the intake clogged with metal shavings? A: No filter on pump intake.

49. Why Five?
Obviously, most causes of defects won’t be exactly FIVE WHYS deep
“FIVE” promotes persistence, rather than the assumption of simple cause and effect
DON’T STOP until you get to the root cause, but once you’ve reached the root cause, STOP

50. Confirm
Confirmation that the counter measure(s) are implemented, effective and standardised Physical confirmation through effective comms structure Result confirmation over defined time period
A tracking document to verify and ensure that if the problem does reoccur that the original countermeasure is in place.
If it is has it been followed
If it isn’t confirm it is re-implemented and verify it will prevent reoccurrence
If it is in place and being followed then the correct root cause has not been identified reopen the problem document (practical problem
solving sheet)

51. Review
Root cause analysis is an important aspect of continuous improvement because it helps us to identify the errors that cause defects
We use the five whys to ensure that we drill down to the root causes of problems
“Five” promotes persistence; most root causes will not be
exactly five levels deep

52. Overview O X 1 2 3 4 COMPANY DEFECT INVESTIGATION AND FEEDBACK REPORT.
SQA
(Circle Type).
MPCS
Log Number:
Vehicle Model:
Defect Description:
Direct Cause.
G/L / ENG.
Direct Cause.
G/L / ENG.
Direct Cause.
G/L / ENG.
Direct Cause.
G/L / ENG. 1 2 3 4
Date:
O X
Issue Sequence N°.
WHY:
WHY:
WHY:
WHY:
Inspector / Auditor:
Report Writer:
Shift:
WHY:
WHY:
WHY:
WHY:
Group:
Investigation : 5-Why Analysis. 10
Department:
HOW?
WHO?
WHY:
WHY:
WHY:
WHY:
Containment.
WHERE?
WHEN?
WHY:
WHY:
WHY:
WHY:
Safe Seq. N°.
WHY:
WHY:
WHY:
WHY: 10
Containment Verification
WHO:
HOW:
WHEN:
Defect characteristics,
Point of cause,
History and other supporting data; 10
Root Cause.
Grasp The Situation. 25
Date and
Date and
Date and
Date and
Countermeasure.
Resp
Resp
Resp
Resp
Date and 10
Resp
Date and
Resp
Date and
Resp
Date and
Resp
MANUFACTURING
DETECTION
Date and
Resp
Date and
Resp
Date and
Resp
Date and
Resp
MACHINE.
MAN.
MACHINE.
MAN. 10
Countermeasure Verification
Date and
Resp
Date and
Resp
Date and
Resp
Date and
Resp
DEFECT.
Date and
Resp
Date and
Resp
Date and
Resp
Date and 10
Resp
Investigation - Fish - Bone.
ENVIRONMENT.
ENVIRONMENT.
YOKOTEN:
STANDARDISATION:
Yokoten.
METHOD.
MATERIAL.
METHOD.
MATERIAL. 5
Evaluation.
ITEM. Manufacturing
STANDARD.
ACTUAL.
JUDGEMENT.
ITEM. Detection
STANDARD.
ACTUAL.
JUDGEMENT.
Confirmation
Responsible Department Sign Off:
QA Engineering Sign Off:
Distribution:
RESP .
G/ L
RESP . SEN IOR G/ L
RESP MA N A GER
EN GIN EER QA
SEN IOR EN GIN EER
QA MA N A GER
DIRECTOR 10 10

53. Yokoten Simply put, Yokoten equals copy and improve.
Yokoten is a process for sharing learning laterally across an organization. It entails copying and improving on kaizen ideas that work. Yokoten is horizontal and peer-to-peer, with the expectation that people go see for themselves and learn how another area did kaizen and then improve on those kaizen ideas in the application to their local problems.
It’s not a vertical, top-down requirement to “copy exactly”. Nor is it a “best practices” or “benchmarking” approach Rather, it is a process where people are encouraged to go see for themselves, and return to their own area to add their own wisdom and ideas to the knowledge they gained.
Simply put, Yokoten equals copy and improve.