1. PDCA PROBLEM SOLVING TRAINING SESSION 1. Kaizen our way of life Prepared by: Serge Paluku

2. The Broken Escalator - Story

3. What is the “Problem” to you? Definition of Problem in Toyota

4. Problems are golden eggs for KAIZEN Problems are golden eggs for KAIZEN Definition of Problem in Toyota At Toyota.. “Problem” is not a negative word. Problems are disguised KAIZEN. We need to aggressively uncover them. “Problem” is not a negative word. Problems are disguised KAIZEN. We need to aggressively uncover them.

5. Problems are golden eggs for KAIZEN Problems are golden eggs for KAIZEN Definition of Problem in Toyota At Toyota..

6. Definition of Problem in Toyota

7. There is many different problem solving Methods: Problem Solving Method – TW A3 Problem Solving DMAIC (Six Sigma) PDCA A3 Problem Solving DMAIC (Six Sigma) PDCA

8. Toyota Way of Solving Problems At Toyota… We use PDCA

9. Toyota Way of Solving Problems At Toyota… We use PDCA

10. Step1. Clarify the Problem ~Making ambiguous Problem Clear

11. Step1. Clarify the Problem ~Clarify the “Ultimate Goal” of your responsibilities & work. Example: Moise case Moise is the Head of Service advisors and his CSR rate varieties between 90% and 80% in last two years 2016 and 2017. In 2018 the rate has decreased up to 60%. Moise is the Head of Service advisors and his CSR rate varieties between 90% and 80% in last two years 2016 and 2017. In 2018 the rate has decreased up to 60%.

12. Step1. Clarify the Problem Example: Moise case

13. Step2. Break Down the Problem 1. Break down the problem

14. Step2. Break Down the Problem ~Clarify the Point of Occurrence based on facts

15. Step2. Break Down the Problem 2. Priorities the broken down Problems

16. Step2. Break Down the Problem Example: Moise case WHERE are most case of customer complains WHAT type of complains AT WHAT TIME are the customer complaining

17. Step2. Break Down the Problem ~Select the Prioritized Problem

18. Step2. Break Down the Problem ~Go and see the Process. Which process ? Where ? 3. Specify the point of occurrence through GENCHI GENBUTSU

19. 5 minutes Exercise 1: It’s all in the details From the Memory, Draw the front side of 100Rwf coin …include all the details

20. Exercise 1: It’s all in the details “What we know” and “what we think we know” are two very different things…

21. Step3. Target Setting 1. Make a commitment

22. Step3. Target Setting ~With enthusiasm and commitment, set challenging target. The target should be measurable. ~With enthusiasm and commitment, set challenging target. The target should be measurable.

23. Step3. Target Setting 2. Set measurable, concrete, and challenging targets  Sufficient & efficient breakdown will let us set targets that are measurable  Write targets in an “output” form including “by when” and “how much” => Concrete targets  Challenging targets let us grow in the long-term  Sufficient & efficient breakdown will let us set targets that are measurable  Write targets in an “output” form including “by when” and “how much” => Concrete targets  Challenging targets let us grow in the long-term Set the target which will eliminate the problem at the point of occurrence.

24. Step4. Root cause analysis Root cause analysis

25. Step4. Root cause analysis In order to find the root cause, investigate the Prioritized Problem At the Point of Occurrence In order to find the root cause, investigate the Prioritized Problem At the Point of Occurrence

26. Step4. Root cause analysis Ask: X happens because of Y Y happens because of Z, etc… Ask: X happens because of Y Y happens because of Z, etc…

27. Step5. Develop Countermeasures

28. Temporary Measure & Countermeasure Temporary Measure -To solve the existing undesirable situation, or bring a situation back to its original state for a set period of time. -Cannot fix the root cause -May not last for long Countermeasure -Will eliminate the root cause and, -Solve the prioritized problem at the point of occurrence. -Prevent the problem from reoccurrence. Temporary Measure -To solve the existing undesirable situation, or bring a situation back to its original state for a set period of time. -Cannot fix the root cause -May not last for long Countermeasure -Will eliminate the root cause and, -Solve the prioritized problem at the point of occurrence. -Prevent the problem from reoccurrence.

29. Step5. Develop Countermeasures Narrow down the countermeasures to the most practical and Effective Established priorities with respect to: -Benefits -Effectiveness -Manpower / Cost / Budget -Risks Narrow down the countermeasures to the most practical and Effective Established priorities with respect to: -Benefits -Effectiveness -Manpower / Cost / Budget -Risks

30. Step6. See Countermeasures Through 2. Narrow down the countermeasures to the most practical a

31. Step6. See Countermeasures Through ~Speedy action together as a team. Never give up and act persistently

32. Step7. Evaluate Both Results and Processes

33. ~Learn from both success and failure. 1. Share the evaluation result with the members 2. Evaluate from the tree key viewpoints: Customer’s, Toyota’s and your own. 3. Understand the factors behind the success or failure 1. Share the evaluation result with the members 2. Evaluate from the tree key viewpoints: Customer’s, Toyota’s and your own. 3. Understand the factors behind the success or failure

34. Step7. Evaluate Both Results and Processes ~Evaluate the results Evaluate whether or not the target was achieved ~Evaluate the results Evaluate whether or not the target was achieved

35. Step7. Evaluate Both Results and Processes ~Evaluate the processes

36. Step7. Evaluate Both Results and Processes ~Confirm the Positive and Negative Effects

37. Step8. Standardize Successful Processes

39. If possible, the precedent’s overall structure should clarify all relevant factors so that anyone, at anytime, without muda, mura, or muri can implement the precedent.

40. Step8. Standardize Successful Processes

41. Always Remember Kaizen our way of life

42. Thank You Prepared by: Serge Paluku