00966-7 steps for continous improvement.ppt

7-step process for continuous improvement,prayer clairvoyance,copy imitation theft consultation,delegation negotiation just waiting deceiving hiding lying passing-the-buck confusing finger pointing transferring,random trial-and-error guess accident chance luck,systematic,gut feel,the “ins“ innovation insight invention inspiration intuition instinct,“other world“,others,real world,inner self,problem,options to problem solving,pdca and the 7 steps,pdca,7 steps,7 qc tools,plan,1. select a theme,2. collect data,3. analyze causes,checksheet, graph,histogram, scatter,diagram, pareto,diagram, cause-and,-,effect diagram, flowchart,do,4. plan and implement,solution,flowchart,check,5. evaluate effects,checksheet, graph,histogram, scatter,diagram, pareto diagram,cause-and,-,effect diagram,act,6. standardize,7. reflect on process,flowchart,(provides repetition),(provides process),(provides tools),run chart/control chart,cause & effect diagram ishikawa,the basic tools,histogram,level of thought,2. collect,data,3. analyze,causes,explore,essentials,formulate problem,4. plan,solution and .,implement,data i,data ii,data iii,5. evaluate,effects,1. select,theme,6. standardize,7. reflect on,process,sense a,problem,level of experience,step 1: theme selection,step 1: theme selection,focus on weakness thoroughly explore the problem carefully select the theme clearly state the theme,focus on weakness,weakness is difference between current situation and target weakness orientation focuses on eliminating weakness as basis of improvement (closing the gap) focus on facts, processes, and root causes,current,target,weakness,customer need,actual performance,weakness,thoroughly explore the problem,understand the context for problem solving consider process discovery understand the customer “what am i providing my customer?” “what will satisfy my customer?” understand the process “what am i doing?” “how am i doing it?” “jump-up” and ask “why am i doing this?”,carefully select the theme,consider these issues: difficulty of situation sense of achievement to be gained urgency/impact quickness of solution theme should: have challenging goals; not too challenging be important create sense of urgency be solvable in fairly short timeframe (3-4 months is best) motivate team members foster continuous improvement,theme selection matrix,low,=,=,medium,=,high,possible symbols to use:,theme 1,theme 2,theme 3,theme 4,selection criteria,possible,themes,urgency,ease of data collection,ease of potential implementation,speed of implementation,benefit to customer,clearly state the theme,have weakness orientation have market-in orientation state as a problem, not a solution state in terms of results, not a solution state as a single problem, not several choose words carefully well-defined proper level of abstraction multi-valued orientation,strengths/weaknesses chart,step,strengths,weaknesses,step 1: theme selection - reflection,case study,step 2,step 3,step 4,step 5,step 6,step 7,step 1,theme selection,7 step case study,step 2: data collection & analysis,level of experience,level of thought,7. reflect on process,6. standardize,5. evaluate effects,implement,3. analyze causes,2. collect data,4. plan solution and .,1. select theme,explore essentials,formulate problem,sense a problem,data i,data iii,data ii,step 2: data collection and analysis,define your data collection process data appropriate to process multi-variable data (4ws) analyze the data stratification (4ws) graphics focus on deviation draw a logical conclusion based on facts focus on vital few use standard tools,frequently used data collection tools,checksheet,a checksheet is a tool for systematically collecting data or tabulating collected data types of information: data collection process (e.g., date, time, collectors name) variables associated with the defects (e.g., product type, machine number, shift) type of defect,pareto diagram,conclusion: time customer waits before order is taken is largest source of customer complaint.,step 2: data collection - reflection, how was data collected?,- was the sample size,sufficient?,- was a checksheet used?,- is the data multi-variable?, was the methodology,documented?, is the data appropriate to the process, was the data stratified,to help focus the data,collection?, were the tools correctly,used and presented?, were logical conclusions,drawn from the data?,common,mistakes,non “raw“ data was used,sample “n“ less than,50 or more than 100,single variable data,data not stratified,pareto not used,tools used incorrectly,pareto drawn incorrectly:,- poorly labeled,- gaps between bars,- missing unit or cum %,scales,- “bar“ to address not,highlighted,- conclusions not stated,no conclusion made,reflection,questions,case study,step 2,step 3,step 4,step 5,step 6,step 7,step 1,data collection & analysis,7 step case study,level of thought,3. analyze,causes,explore,essentials,formulate problem,4. plan,solution and .,implement,data i,data ii,data iii,5. evaluate,effects,1. select,theme,6. standardize,7. reflect on,process,sense a,problem,level of experience,step 3: causal analysis,step 3: causal analysis,create cause-and-effect (ishikawa) diagram from pareto investigate causes thoroughly draw understandable conclusions,pareto diagram,g,f,e,d,c,b,a,h,150,100%,cause-and-effect diagram,from pareto to cause-and-effect diagram,(conclusion),why,defects?,1st why,2nd why,3rd why,4th why,5th why,policies,procedures,people,plant,a,b,d,c,ask “why” 5 times 4ms and 4ps,constructing the cause-and-effect diagram,enumerate possible causes evaluate for completeness and to determine strength of root cause(s) verify existence of root cause(s),guidelines for generating possible causes (factors),state answers clearly use modifiers past tense multi-valued statement where possible one idea/cause per statement answer “why” question with a causal answer (avoid categorization) explore the meaning of answers deeply dont accept without understanding reword answers appropriately reformat branches if necessary add new data to diagram over time if possible,guidelines for group participation,accept one idea at a time accept all ideas no debate - ask questions for clarification only - rewrite labels to incorporate the clarification use a consistent methodical approach,ensure construction is complete determine which root causes to verify step #1 a. starting at each root cause, work up the chain of cause and effect b. where the logic breaks down or is incomplete, amend by restating and/or adding new answers step #2 a. starting at the root cause, evaluate the impact on the effect at the head of the fishbone - evaluate and indicate the strength of all the causes. rank the causes (low-med-hi) b. for all high impact causes, repeat “a”, if necessary, to identify the vital few root c. choose measurable root causes to verify,evaluating the cause-and-effect diagram,verifying root causes,collect data on root causes use run charts, paretos, graphs, scattergrams, etc. to determine strength of correlation between root cause and problem if verification fails to validate choices, return to diagram and choose new root causes to verify,step 3: causal analysis - reflection,common,mistakes, is the ishikawa “effect “,taken from the pareto?, were enough possibilities,for the causes (major,ones) investigated?,- 4 ps or 5 ms considered - asked why 5 times, did the data warrant more,than one fishbone?, how were conclusions,reached? was there an,evaluation?, were the conclusions,verified?, is there a separate,conclusion for each,fishbone?,no relationship to step,2 ( pareto),not focused on one,effect,head of fishbone,doesnt start with,“why“,head of fishbone is not,an “effect“,ishikawa drawn,incorrectly:,- head not on right,- major branches not,boxed,- major branches not,drawn from left to,right angle,- too thin (asked “why“,only 1-3 times),- root causes not,highlighted,verification methods,and data not provided,reflection,questions,case study,step 2,step 3,step 4,step 5,step 6,step 7,step 1,causal analysis,7 step case study,level of thought,2. collect,data,3. analyze,causes,explore,essentials,formulate problem,implement,data i,data ii,data iii,5. evaluate,effects,1. select,theme,6. standardize,7. reflect on,process,step 4: solution planning & implementation,sense a,problem,level of experience,step 4: solution planning and implementation,select and plan solution implement solution,select solution and plan implementation,focus on the primary root causes focus on solution which you can implement dont try to fix everything at once involve those who will be affected run a controlled experiment (pilot),selecting a solution to one root cause,primary,root cause: _,selection criteria,1,2,3,n,medium,2,or,3,high,3,or,5,=,=,=,low,1,possible,scoring,scales:,scoring,values,alternative solutions,feasability,effectiveness,total,evaluating problem-solving difficulty,equipment,methods,human behavior,you &,others,moderately,difficult,moderately,difficult,very difficult,you,difficult,easy,easy,others,difficult,difficult,very,difficult,area of problem,data collection/ potential solution implementation,solution implementation,use the 4ws, 1h chart,step 4: solution planning & implementation - reflection,common,mistakes, does the solution address,the root cause(s)?, is the solution a reverse,of the root cause(s)?, were alternative,solutions considered?, can the solution be,carried out by the team?, where those working “at,the site“ involved in the,solution planning?, is the implementation plan,detailed?,- what, when, where, who, how, was solution “piloted“ ?, was quick feedback,obtained and analyzed?, does management accept,the solution?,no “site“ involvement in,solution,no implementation plan,only one solution explored,no experiments conducted,quick feedback not obtained,solution not “local“,solution not documented,matrix or tree not used,for detailed solutions,reflection,questions,case study,step 2,step 3,step 4,step 5,step 6,step 7,step 1,solution planning & implementation,7 step case study,level of thought,2. collect,data,3. analyze,causes,explore,essentials,formulate problem,implement,data i,data ii,data iii,5. evaluate,effects,1. select,theme,6. standardize,7. reflect on,process,sense a,problem,level of experience,step 5: evaluation of effects,step 5: evaluation of effects,confirm improvement (before-and-after comparison) evaluate all subsequent effects measure improvement gains over time,8,0,6,0,2,0,4,0,a,b,c,d,e,o,t,h,e,r,s,c,b,a,d,e,o,t,h,e,r,s,4,0,6,0,8,0,0,1,0,0,%,160,150,100,50,100,150,100,50,total effect “x fewer defects”,effect on root cause “y fewer defects”,sept. 1 - oct. 31,june 1 - july 31,2,before-and-after pareto diagrams,measure improvement gains over time,teams should continue to track improvement even after they evaluate the pilot a run chart is an excellent way of displaying incidents of defects over time,step 5: evaluation of effects - reflection,common mistakes, did the team show the,effect by comparing to the,pareto in step 2?, is the total effect of the,solution quantified?, is the effect shown over time, are the tangible/intangible,effects documented?,pareto not used to,show effects,paretos not shown,side by side,effects not,highlighted on,pareto,wrong scales on,pareto,tangible/intangible,effects chart not,shown,reflection questions,case study,step 2,step 3,step 4,step 5,step 6,step 7,step 1,evaluation of effects,7 step case study,level of thought,2. collect,data,3. analyze,causes,explore,essentials,formulate problem,implement,data i,data ii,data iii,5. evaluate,effects,1. select,theme,6. standardize,7. reflect on,process,step 6: standardization,sense a,problem,level of experience,step 6: standardization,revise the standard (4ws, 1h, 1c) create a process to detect future problems,revise the standard,involve workers affected what documentation specifications policies flowcharts when where who how check implementation of new standard maintenance of gains,step 6: standardization - reflection,case study,step 2,step 3,step 4,step 5,step 6,step 7,step 1,standardization,7 step case study,level of thought,2. collect,data,3. analyze,causes,explore,essentials,formulate problem,implement,data i,data ii,data iii,5. evaluate,effects,1. select,theme,6. standardize,step 7: reflection on process/next problem,sense a,problem,level of experience,step 7: reflection,analyze strengths and weaknesses determine next problem document qi story,analyze strengths and weaknesses,identify the critical difficulties during the process - using the tools, etc. identify the critical strengths identify the key things the team would do differently identify what key things the team (or team members) needs to learn to improve the seven step process,document qi story,standard presentation format presented to management diagnosed by management guidelines for developing about 15-25+ overheads narrative of 4+ pages with relevant backup information logical flow from step 1-7 (regardless of teams actual progress),checklist for the qi story,step 1. theme selection state a market-in theme with clear targets - explain why its important in terms of cost and/or customer satisfaction show that theme relates to ongoing processes show that the specifics of the methods used are described show data (e.g, graphs, paretos) assume audience is a customer not familiar with your business and does not understand the problem - draw flowcharts, define terms show pictures, etc. step 2. data collection & analysis explain method of data collection, # of data points, etc. show check sheet show that the data was analyzed focusing on stratification, graphing and deviation step 3. causal analysis show cause-and effect diagrams that relate to the problem area indicated in pareto. highlight the root cause(s) state a clear conclusion explain how team verified that root cause was real. show paretos, scattergrams if appropriate,checklist for the qi story,step 4. solution planning and implementation show solution selection show “4 ws & 1 h” chart identify any deviation from plan implementation step 5. evaluation show before and after pareto show other charts indicating change in defect levels (e.g. run charts) show tangible/intangible benefits chart step 6. standardization show “4 ws & 1 h & 1 c” standardization plan chart show control charts/run graphs to demonstrate the holding of the gains show how future problems will be detected step 7. reflection show performance against plan in gantt chart identify what steps/tools worked well and worked poorly discuss what team learned about the process, what they would do differentl