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Problem Solving Tools & Methods - Part 3
The document outlines an 8D problem-solving framework, detailing methods and principles for effectively addressing issues in various contexts. It covers the steps of forming a team, defining the problem, implementing containment, identifying root causes, verifying corrective actions, and preventing recurrence. Additionally, it emphasizes the importance of integrating different perspectives, avoiding artificial constraints, and employing tools like FMEA and mistake-proofing strategies.
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Introduction to 8D Problem Solving methods, including principles, frameworks (PDCA/8D), and team formation.
No single solution is best; integration of data-driven, knowledge-driven, and question-driven approaches. Use of simple tools is promoted.
Importance of asking vital questions about the problem, goals, timeline, and costs. Discuss awareness of constraints.
Advocates for fitting the problem-solving method to the problem's specifics and maintaining adaptability.
Outline of the PDCA cycle and the 8D process steps from defining the problem to verification and documentation.
Verification of corrective actions through data, graphical presentations, and project metrics for better decision-making.
Overview of SPC methods, control charts, and the importance of maintaining process control and improvement.
Strategies for preventing recurrence, conducting audits, and implementing FMEA as a planning/prevention tool.
Principles and methods of mistake-proofing to enhance operational quality and effectiveness.Templates and guidelines for documenting findings and results, including summarizing problem-solving reports.
Key elements for successful problem-solving; emphasizing clear definitions, flexibility, and proper tracking.
Methods for prioritizing problems using consensus criteria, managing multiple tasks, and ensuring effective resolution.
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Problem Solving Tools & Methods - Part 3
- 1. Basic 8D ProblemSolving: Tools & Methods A.R. Alvarez ARA TRAINING ARA (Dec 2015)- © 2015 - ARA TRAINING
- 2. Basic Problem Solving ARA(Dec 15)- © 2015 - 2 ARA TRAINING Problem Solving Outline Part 1: Overview of Methods (Plan) Problem Solving Principles Contrasting Different Approaches PDCA / 4D & 8D Framework D1 – D2: Form Team & Define Problem Part 2: Step-By-Step Problem Solving (Do) D3: Implement Containment D4: Identify Possible Root Causes D5: Identify Root Cause Corrective Actions Part 3: Problem Solving Wrap-Up (Check & Act) D6 – D8: Verify Corrective Actions, Prevent Recurrence, Document Results & Recognize Team Appendix
- 3. Basic Problem Solving ARA(Dec 15)- © 2015 - 3 ARA TRAINING No One Way to Problem Solving Success But Some Are Better Than Others Good Ones Have Many Common Elements
- 4. Basic Problem Solving ARA(Dec 15)- © 2015 - 4 ARA TRAINING Integrate Different Perspective Data Driven Knowledge Driven Question Driven Integrate
- 5. Basic Problem Solving ARA(Dec 15)- © 2015 - 5 ARA TRAINING Utilize Simple Tools
- 6. Basic Problem Solving ARA(Dec 15)- © 2015 - 6 ARA TRAINING Ask & Answer Simple Questions What is The Problem? Why is it a Problem? What Are The Goals? How Long Will it Take to Solve? How Much Will it Cost to Solve? Get Tracked & Managed Like a Project
- 7. Basic Problem Solving ARA(Dec 15)- © 2015 - 7 ARA TRAINING Avoid Artificial Constraints Constraints Will Always Exist Real Constraints Need to Be Respected, But Also Challenged Where Can Constraints Appear During Problem Solving? How Do You Become Aware & Overcome Constraints? Sub-Conscious Assumed Very Real Constraints
- 8. Basic Problem Solving ARA(Dec 15)- © 2015 - 8 ARA TRAINING Fit Method to Problem Different Problems May Require Different Approaches Use as Simple an Approach as Possible Be Adaptive
- 9. Basic Problem Solving ARA(Dec 15)- © 2015 - 9 ARA TRAINING PDCA: Problem Solving Plan (Define Problem, Pick Factors, …) Do (Design / Execute Experiments) Check (Analysis / Verification) Act (Make Conclusion, Define Next Step)
- 10. Basic Problem Solving ARA(Dec 15)- © 2015 - 10 ARA TRAINING (2) Define Problem (1) Form Team (6) Verify Corrective Actions 8D Process 8D Problem Solving Method (3) Implement Containment (5) Identify Root Cause Corrective Actions (4) Identify Possible Root Causes (7) Prevent Recurrence (8) Document Results & Recognize Team
- 11. Basic Problem Solving ARA(Dec 15)- © 2015 - 11 ARA TRAINING VI. Verify Corrective Actions Demonstrate Effectiveness of Root Cause Fix (Data) Validate Effectiveness Other Actions to Ensure Solution Stability: Equip Mod, Spec Change, PM, Inspection, Audits . . . Monitor Implementation (SPC Control as Appropriate) Eliminate Containment Actions (If Used) Update Specs or Procedures?
- 12. Basic Problem Solving ARA(Dec 15)- © 2015 - 12 ARA TRAINING Analysis Simple Graphics Statistical Tests Engineering Interpretation SPC
- 13. Basic Problem Solving ARA(Dec 15)- © 2015 - 13 ARA TRAINING Data Presentation: Problems & Results What Does This Mean? …. …. What Should We Do? …. …. 0 10 20 30 40 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr Fab Test Assembly
- 14. Basic Problem Solving ARA(Dec 15)- © 2015 - 14 ARA TRAINING Data Presentation: Plans Actual Projected Time Metric Plan Entitlement AIP 1 AIP 2 AIP 3 ?
- 15. Basic Problem Solving ARA(Dec 15)- © 2015 - 15 ARA TRAINING Putting It Together Actual Projected Plan Entitlement AIP 1 AIP 2 AIP 3 ? Pareto Time-Phased Plan W3s Problem D1 D2 . . DX What (Soln) AIP 1.1 AIP 1.2 AIP 2.1 AIP 2.2 AIP X.1 Who When OS CS 39 43 44 43 32 41 51 D1 D2 D3
- 16. Basic Problem Solving ARA(Dec 15)- © 2015 - 16 ARA TRAINING SPC Overview Process Flow Documentation (Use and/or Expand Flowchart From Problem Solving Work) Critical Process Node Matrix Prioritized Nodes Gauge Capability Study Capable & Controlled Gauges Process Capability Study Capable & Controlled Process Steps Control Chart & Decision Rule Implementation Optimized SPC Charts With Appropriate Responses Maintenance & Feedback System ROI Driven Continuous Improvement
- 17. Basic Problem Solving ARA(Dec 15)- © 2015 - 17 ARA TRAINING Capability & Critical Node Matrices Nodal Criticality Capable (Cpk, Z) No Yes In- Control (RV1-X) No Yes Continuous Improvement as Required Reduce Variation and/or Center Reduce Time Dependence Reduce Time Dependence & Excess Variation Nodal Capability Process Robustness Financial Criticality Unstable Stable CriticalNon-Critical 1st Priority Fix ASAP 2nd Priority Continuous Improvement Per ROI 3rd Priority Fix Per ROI 4th Priority Maintain
- 18. Basic Problem Solving ARA(Dec 15)- © 2015 - 18 ARA TRAINING Control Charts Run Chart with Statistically Determined Control Limits Reflects Ability of Monitored Process to Remain in State of Statistical Control; i.e. Aids in Identification of Assignable (Special) or Excess Variation Process Can Be in Control, But Not Capable If Set Up Properly, What Can Be Said About Points Falling Outside Limits? Measurement, #Defective,Etc. UCL LCL Mean UWL LWL
- 19. Basic Problem Solving ARA(Dec 15)- © 2015 - 19 ARA TRAINING PDCA: Problem Solving Plan (Define Problem, Pick Factors, …) Do (Design / Execute Experiments) Check (Analysis / Verification) Act (Make Conclusion, Define Next Step)
- 20. Basic Problem Solving ARA(Dec 15)- © 2015 - 20 ARA TRAINING (2) Define Problem (1) Form Team (7) Prevent Recurrence 8D Process 8D Problem Solving Method (3) Implement Containment (5) Identify Root Cause Corrective Actions (4) Identify Possible Root Causes (6) Verify Corrective Actions (8) Document Results & Recognize Team
- 21. Basic Problem Solving ARA(Dec 15)- © 2015 - 21 ARA TRAINING VII. Prevent Re-Occurrence Verify That Corrective Action Was Implemented Correctly & is Being Used Insure Proper Control Systems are In Place Would Self-Audit Discover Similar Problems? Is an Audit Team Necessary? Fix Not Just The Root Cause of The Problem, But Also The Practices That Led to The Problem in The First Place What Modification to Business Process: Systems, Specs, . . . Are Required?
- 22. Basic Problem Solving ARA(Dec 15)- © 2015 - 22 ARA TRAINING Prevention Checklist Application to Other Areas? Audit Work Procedures, SPC Charts, etc. Update FMEA Upgrade Mistake Proof System as Appropriate Track Results Closely For Appropriate Time Period to Insure Remains in control Document / Specification Update
- 23. Basic Problem Solving ARA(Dec 15)- © 2015 - 23 ARA TRAINING FMEA Planning / Prevention Tool: Systematic Method of Identifying & Preventing System, Product and/ or Process Problems Before They Occur Focused on Preventing Problems, Enhancing Safety, & Increasing Customer Satisfaction Ideally Conducted in Product Design or Process Development Stages, Although Can Be Applicable to Existing Products or Processes Applications: Product Development: Design, Software, Technology, Test/Product Eng, … Manufacturing: Operations, Process, Equipment, Quality, . . . Specific Types: System FMEA: Applied to Interaction of Parts Design FMEA: Applied to Product Design/Development Process FMEA: Applied to Process Design/Operations Machinery FMEA: Applied to Machinery / Equipment (Ref: Sematech Guide) Use Judiciously, It’s Easy to Overdo FMEA Optional Topic
- 24. Basic Problem Solving ARA(Dec 15)- © 2015 - 24 ARA TRAINING FMEA Implementation Utilize The Basic Problem Solving Tools in FMEA Process List Potential Failure Modes Identify Effects of Failure Modes Severity of Failure List Potential Causes of Failure Occurrence: How Many, Where, . . . Recommendation Actions (Capture W3s) & Results Controls Note: In All Cases Important to Document Assumptions
- 25. Basic Problem Solving ARA(Dec 15)- © 2015 - 25 ARA TRAINING FMEA Process Flow DfR Solutions 2011
- 26. Basic Problem Solving ARA(Dec 15)- © 2015 - 26 ARA TRAINING FMEA Form Identify Failure Modes &Their Effects Identify Causes of Failure Modes & Controls Prioritize Determine & Assess Actions RPN = Severity X Occurrence X Detection
- 27. Basic Problem Solving ARA(Dec 15)- © 2015 - 27 ARA TRAINING FMEA Resource Matrix What Might Go Wrong? How Bad Might The Effect Be? How Might Effect be Prevented, Mitigate or Detected at Earliest Possible Moment … With Lowest Possible Cost & Risk
- 28. Basic Problem Solving ARA(Dec 15)- © 2015 - 28 ARA TRAINING Mistake Proofing Low Medium High Level 1 Level 2 Level 3 Physical Devices Warning Devices Instructions Mistake-ProofingType Mistake-Proofing Effectiveness
- 29. Basic Problem Solving ARA(Dec 15)- © 2015 - 29 ARA TRAINING Mistake Proof Principles & Tools After F.G. Adler, Operational Excellence Consulting, “8D Problem Solving Process ASQ Clinic Feb 2013 Mistake Proofing Principles 1. Elimination 2. Prevention 3. Replacement 4. Facilitation 5. Detection 6. Mitigation Mistake Proofing Methods 1. Variation Control 2. Workplace Organization 3. Identification 4. Process Checks 5. Poka-Yoke Devices Mistake Proofing Devices 1. Guide Pins 2. Error Detection & Alarms 3. Limit Switches 4. Sensors 5. Vision Systems 6. Counters & Timers 7. Checklists
- 30. Basic Problem Solving ARA(Dec 15)- © 2015 - 30 ARA TRAINING Document Mgt Systems Who is Responsible Completion Date Planned Actual Management System Manual Mfg Work Instructions Inspection Work Instructions Process Flow Charts Process Control Plans Design FMEA Process FMEA Gages & Gate Study/Capability Doc Production Part Approval Process (PPAP) Engineering Change Approval Which Document Systems are Appropriate for Situation?
- 31. Basic Problem Solving ARA(Dec 15)- © 2015 - 31 ARA TRAINING (2) Define Problem (1) Form Team Document Results & Recognize Team (8) 8D Process 8D Problem Solving Method (3) Implement Containment (5) Identify Root Cause Corrective Actions (4) Identify Possible Root Causes (6) Verify Corrective Actions (7) Prevent Recurrence
- 32. Basic Problem Solving ARA(Dec 15)- © 2015 - 32 ARA TRAINING VIII. Summary / Conclusion Final Report Communicate Results (Internal & External) Preserve Organizational Learning Learning Post-Mortem? Celebrate Success
- 33. Basic Problem Solving ARA(Dec 15)- © 2015 - 33 ARA TRAINING Technical (or Quality or …) Report Template I. Problem Definition: Performance Gap, Temporal Effects, “Geography”, Impact, Priority, … Objective of Current Step/Report II. Summary / Conclusion: What Was Done: (Containment vs. Root Cause, Did we fix problem?) What It Means / Impact: • Technical Implications: • Business Implications: What We’re Going to Do About It: (Include Appropriate ARs/W3s) • Containment: • Root Cause: What is Left: • How Much More Work Required: • How Much Longer it Will Take • How Much it Will Cost (as Appropriate):
- 34. Basic Problem Solving ARA(Dec 15)- © 2015 - 34 ARA TRAINING III. Schedule (Cycle of Learning, Time/Cycle, Calendar Time) IV. Background History: (As Appropriate) Alternatives Considered: (Which ones were tried, not tried, why; tradeoffs) Solution Path: (As Appropriate) Etc.: V. Experimental Description: (As required; Design, Execution, Expectation) VI. Results & Discussion: VII. Appendix: (Data as Appropriate) Technical (or Quality or …) Report Template
- 35. Basic Problem Solving ARA(Dec 15)- © 2015 - 35 ARA TRAINING (4) Identify Possible Root Causes (3) Implement Containment (2) Define Problem (1) Form Team (7) Prevent Recurrence (8) Document Results & Recognize Team (5) Identify Root Cause Corrective Actions (6) Verify Corrective Actions 8D Process 8D Problem Solving Method
- 36. Basic Problem Solving ARA(Dec 15)- © 2015 - 36 ARA TRAINING Best Practices in Problem Solving (It Really Isn’t That Complicated) Describe Problem (With Data) Propose Hypotheses Test Hypotheses (With Data) Implement Appropriate Fix Clear, Concise Problem Definition Starts With Broad Perspective Gets Alignment Across Organizations Breaks Down Problem Questions Data, Knowledge Base, Assumptions Critically Focuses Data Eliminates Artificial Constraints Drives Convergence & Critical Path Is Self-Correcting Balances Planning & Doing Balances Root Cause Fix & Containment Is Properly Tracked & Progress Communicated Appropriately Documented
- 37. Basic Problem Solving ARA(Dec 15)- © 2015 - 37 ARA TRAINING Appendix ARA TRAINING
- 38. Basic Problem Solving ARA(Dec 15)- © 2015 - 38 ARA TRAINING Plans That Get Approved What is The Plan? Why is it Recommended? What Alternatives Were Considered? What are The Goals? How Long Will it Take? How Much Will it Cost?
- 39. Basic Problem Solving ARA(Dec 15)- © 2015 - 39 ARA TRAINING CATWOE Clients: Who Are The Beneficiaries or Victims of This Particular System/Problem? (Who Benefits or Suffer From its Operation/Solution?) Actors: Who Are Responsible For Implementation? (Who Would Carry Out The Activities Which Make The System Work / Solve the Problem?) Transformation: What Transformation Does This System Bring About? (What Are The Inputs & What Transformation Do They Go Through to Become Outputs?) Worldview: What Particular Worldview Justifies The Existence of This System/Problem? (What Point of View Makes This System Meaningful?) Owner: Who Has The Authority to Abolish This System or Change Its Measures of Performance or Owns the Problem? Environmental Constraints: Which External Constraints Does This System Take as a Given? http://en.wikipedia.org/wiki/CATWOE#CATWOE
- 40. Basic Problem Solving ARA(Dec 15)- © 2015 - 40 ARA TRAINING Edmond’s Creative Problem Solving Checklist http://www.problemsolving.net/wrksheet.html One of Three
- 41. Basic Problem Solving ARA(Dec 15)- © 2015 - 41 ARA TRAINING Edmond’s Creative Problem Solving Checklist http://www.problemsolving.net/wrksheet.html Two of Three
- 42. Basic Problem Solving ARA(Dec 15)- © 2015 - 42 ARA TRAINING Edmond’s Creative Problem Solving Checklist Three of Three
- 43. Basic Problem Solving ARA(Dec 15)- © 2015 - 43 ARA TRAINING Concept Map For Concept Maps http://cmap.ihmc.us/docs/images/Theory/Fig1CmapAboutCmaps-large.png
- 44. Basic Problem Solving ARA(Dec 15)- © 2015 - 44 ARA TRAINING Paynter Chart Analysis Guidelines
- 45. Basic Problem Solving ARA(Dec 15)- © 2015 - 45 ARA TRAINING What If Have So Many Problems, Not Sure Which To Work on First?
- 46. Basic Problem Solving ARA(Dec 15)- © 2015 - 46 ARA TRAINING Different Type of Pareto Charts Fit Measurement Scale to Problem Get the Time Scale Right Break Down Broad Causes Into Specific Parts Analyze Groupings: Product, Machine, Shift, etc. Measure Impact of Changes: Before & After What Do Different Charts Tell?
- 47. Basic Problem Solving ARA(Dec 15)- © 2015 - 47 ARA TRAINING Pareto & Learning Rates Actual Projected Defect Rate D1 D2 D3 D4 Time Log Defect Learning Rate 6 - 10%/Mth Half Life ?
- 48. Basic Problem Solving ARA(Dec 15)- © 2015 - 48 ARA TRAINING Consensus Criteria Prioritization Method I. Agree Upon Goal to Be Achieved Confirmation Step if Using Tree Diagram Clarify: Prioritizing Problem to Work On or Solution to Problem II. Create List of Criteria to Be Applied to Options Each criterion should reflect desired outcome: • Low Cost To Implement • Resources • Quick Implementation • Pain • Impact $ • ROI • Self- Contained • Effectiveness (Complete?) • Low Risk • Sustainable • Others ??? III. Construct Matrix Record Options on Matrix Y, Criteria on X
- 49. Basic Problem Solving ARA(Dec 15)- © 2015 - 49 ARA TRAINING Consensus Criteria Method IV. Prioritize Criteria (X-Axis) Determine Scale: 10X, 2x, etc.; High Being “Important” or “Good” Determine Weight For Each Criteria (Insure High = “Good”) Review For Consistency of Criteria Weights V. Score Options Based on a Criteria (Y-Axis) Determine Scale: 10X, 2x, etc.; High Being “Important” or “Good” Determine Weight For Each Option (Insure High = “Good”) Review For Consistency of Option Rankings VI. Compute Option Score Multiply Option Score By Criteria Weight VII. Compute Total Option Ranking Scores Repeat Steps V and VI For Each Criteria Sum Scores for Each Option Review For Consistency of Option Rankings
- 50. Basic Problem Solving ARA(Dec 15)- © 2015 - 50 ARA TRAINING COL: Handling Multiple Tasks Temporal Budget Per Task 0 2 4 6 8 L H M M M H L L H M T1 T2 T3 T4 T5 T6 T7 T8 T9 T10 0 5 10 15 20 L H M M M H L L H M T1 T2 T3 T4 T5 T6 T7 T8 T9 T10 0 20 40 60 80 L H M M M H L L H M T1 T2 T3 T4 T5 T6 T7 T8 T9 T10 Ten Tasks – Ten COLs Days Per Cycle Per Task 10 Sub-Tasks (or Threads) Require Resolution to Complete Task Batting Average?
- 51. Basic Problem Solving ARA(Dec 15)- © 2015 - 51 ARA TRAINING COL: Multi-Level Problem Two Tasks in Final Level Six Tasks in 1st Level Four Tasks in 2nd Level Three Level Problem, Multiple Tasks Per Level 0 5 10 15 L H M M M L T1 T2 T3 T4 T5 T6 COL Days/Cycle Total Days 0 2 4 6 8 10 M L H M T1 T2 T3 T4 COL Days/Cycle Total Days 0 2 4 6 8 10 12 M L T1 T2 COL Days/Cycle Total Days ‘Knowledge Gap’ Reduced Incrementally at Each level