一个标准的解决问题方法(PPT 66页).PPT

CA PDCAProblemSolving AStandardMethodtoSolveProblemsaswellasaManagementPhilosophyforrunningthebusiness ItAllStartsWithStandards WhatisaStandard Apracticethatiswidelyrecognizedoremployed especiallybecauseofitsexcellence UnderstandingProblemsandStandards Thestandardisanumericallydefinedandmeasurablerepresentationofwhat andhow wewanttodosomethinginordertoattainanexpectedresult Withoutstandards therearenoproblems Standards WhyNumericallyDefined Inordertogiveapreciseunderstandingofwhatisneededtoenableeveryonetounderstand Itisnotambiguous amatterofopinion Itcanbetrackedandmeasured Keeptheshopfloorclean Janitorwillsweepandmopthefloorevery4hours Maintainreasonableinventorylevelsbetweencuttingandstitching Maintaincuttinginventory 1sequenceminimum 2sequencesmaximum Delivercutmaterialtostitchlineasneeded Materialhandlerwilldelivercutmaterialtostitchlineonceanhour WhatAreasandActivitiesneedtohaveStandards QualityProductivity5sActivitiesInventoryandLead timeActivitiesPlanningActivities newmodels Follow upActivitiesMaterials WarehouseActivitiesPurchasingActivitiesProblemSolvingActivitiesMeetingActivitiesMaintenanceActivitiesTrainingActivitiesChangeoverActivities Everything WhoseresponsibilityisittoAttaintheStandardsthatareEstablished Eachandeveryindividualintheorganizationhasaroleinachievingandmaintainingthestandardsthatareestablished EverylevelofmanagementisresponsibletoseethattheStandards thatarewithinhisarea arefollowedandmaintained Standardsarean organizational responsibility HowdoweestablishStandards Standardsshouldbeattainable Standardsarethebestwayweknowhowperformatasktoachieveanexpectedresult Whatareourexpectations IFOURGOALISTOBETHEBESTANDTOSTAYTHEBEST thenwhatshouldtheStandardsrepresent Standardsarethebasis foundation forMakingImprovementsSolvingProblems WhatisaProblem Aproblemisadiscrepancy difference betweenthecurrentsituationandthestandard Adifferencebetweenwhatishappeningandwhatshouldbehappening WhenyouseeaProblem Check whatisHappening ContaintheProblem Donotletitcontinuetohappen Act ImplementTemporaryfix NextStep Oncethesituationiscontained BeginthePDCAProblemSolvingprocesstofindandeliminate TobetheBestintheIndustrywemustprovideTheLowestCostTheHighestQualityTheBestDeliveryandServiceThismeanswemustalwaysstrivetodobetterHow PDCA Value UsesforPDCAProcess ThePDCAprocessisusedtosolveproblems bringnon standardconditionbackintostandard orToreducetheamountofwasteassociatedwithacurrentstandard changetheStandard makeanimprovement example reducemarketplaceinventoryfrom3sequencesto2sequences PDCAFOUR PHASEPROBLEMSOLVINGPROCESS ThePDCAProblemSolvingProcessinvolvesfourphases PlanDoCheckAction ModuleObjectives Providea Plan Do Check Action userfriendlyproblemsolvingprocesstoestablishasystematicapproachofworkingthroughproblems IntroducetheProblemSolvingProcessandtheProblemSolvingFormat PDCAFOUR PHASEPROBLEMSOLVINGPROCESS ThePDCAProblemSolvingProcessinvolvesfourphases Plan Do Check Action STEPS I EvaluateResultsII StandardizeeffectiveCountermeasure s ORIII StartPDCAagainDoII III ifResultsareuneven STEPS I IdentifyProblemII AnalyzeCauseIII FormulateCountermeasures STEPS I MonitorProgressofImplementationPlanII ModifyPlanifNecessaryIII MonitorResults Effectiveness STEPS I DevelopImplementationPlanII CommunicatePlanIII ExecutePlan ACTION PLAN CHECK DO PURPOSE Gainthoroughunderstandingofproblemsoitcanbesystematicallyaddressed PURPOSE Takeactiontoensurecountermeasuresareeffectivelyandefficientlyimplemented PURPOSE Checkprogressofimplementationandcheckeffectivenessofresults PURPOSE Takeactionbasedonresultsofcheck PDCAREPORTFORMAT Theme PresentSituation Countermeasure s Implementation Target Analysis Follow Up StandardCurrentSituationDiscrepancyExtentRationale DoWhatToWhatHowMuchByWhen PotentialCauses Investigation5 WhyRootCauseAnalysis ShortTermLongTermRecurrencePreventionWhyRecommended WhatWhereWhoWhen WhatWhereWhoWhen TargetActual PDCAREPORTFORMAT ADVANTAGES itisstandardized Systematicapproach recognizabletoall ProvidesacommonlanguageFormatusedtopresentFACTSandDATASimple anyonecando PDCAREPORTFORMAT Theme ProblemSituation Countermeasure s Implementation Target CauseAnalysis Follow Up StandardCurrentSituationDiscrepancyExtentRationale DoWhatToWhatHowMuchByWhen PotentialCauses Investigation5 WhyRootCauseAnalysis ShortTermLongTermWhyRecommended WhatWhereWhoWhen WhatWhereWhoWhen TargetActual PLAN PLAN PLAN PLAN PLAN DO CHECK PDCAFOUR PHASEPROBLEMSOLVINGPROCESS EFFORT EvaluatetheProblem Thecriteriayouusetoguidethisevaluationinclude Importance howseriousistheprobleminlightofcost safety orquality etc Urgency howsoonshoulditbesolvedtoavoidmoreseriousproblemsTendency istheproblemgettingworse stayingthesame orgettingbetter Problemsmayhavehigh medium orlowimportance urgency ortendency Allofthesefactorsneedtobeconsideredwhenseveralproblemsariseatthesametimeandprioritiesmustbeset PDCAREPORTFORMAT Theme PresentSituation Countermeasure s Implementation Target Analysis Follow Up StandardCurrentSituationDiscrepancyExtentRationale DoWhatToWhatHowMuchByWhen PotentialCauses Investigation5 WhyRootCauseAnalysis ShortTermLongTermRecurrencePreventionWhyRecommended WhatWhereWhoWhen WhatWhereWhoWhen TargetActual PDCAREPORTFORMAT PRESENTSITUATIONACTIVITY PDCAREPORTFORMAT PLAN PRESENTSITUATION ShouldbeDETAILEDandFACT FILLED Standard Whatshouldbehappening whatisthestandardorstandardway CurrentSituation Whatisactuallyhappening Discrepancy Whatisdifferencebetweenstandardandactual Extent Whatistrend whendiditstart whoisaffected howoftendoesitoccur wheredoesithappen etc Rationale Whyshouldthisproblembeaddressed whatwouldhappenifitweren taddressed ObtainRelevantFactsRelatingtotheStandard Extent SeekfactsrelatingtowhenthestandardisachievedandwhenitisnotDefineimportantdetailsaboutthecurrentsituationvs thestandardsituation What sdifferent Howoften Whenistheproblemoccurring notoccurring Whereistheproblemlocated notlocated FindthePOC pointofcause What schanged Whendiditstart Whatisthetrend PDCAREPORTFORMAT PLAN PRESENTSITUATION ShouldbeDETAILEDandFACT FILLED StandardPUshiftchangeovertimetargetis15minutesCurrentSituationChangeovertimehasaveraged25minutesover45days Oct 15 Nov 30 DiscrepancyChangeoveris10minuteslongerthantargetExtentBothshiftsforatleast45days differentoperators differentmachinesRationaleProductivitylossof450minutes 7 5hours over45dayperiod cannotmeetneedsofStockfit internalcustomer PDCAREPORTFORMAT PLAN PRESENTSITUATION PDCAREPORTFORMAT Theme PresentSituation Countermeasure s Implementation Target Analysis Follow Up StandardCurrentSituationDiscrepancyExtentRationale DoWhatToWhatHowMuchByWhen PotentialCauses Investigation5 WhyRootCauseAnalysis ShortTermLongTermRecurrencePreventionWhyRecommended WhatWhereWhoWhen WhatWhereWhoWhen TargetActual PDCAREPORTFORMAT TARGETACTIVITY PDCAREPORTFORMAT PLAN TARGET ShouldbeQUANTIFIABLE MEASUREABLE ACHIEVEABLE TIME BOUND DoWhat Actionword Increase Reduce Decrease ToWhat Objectoftheaction FocusArea HowMuch Quantifiablemeasurement relatestoSTANDARD ByWhen Specificdate month day year PDCAREPORTFORMAT PLAN TARGET ShouldbeQUANTIFIABLE MEASUREABLE ACHIEVEABLE TIME BOUND DoWhat ReduceToWhat PUshiftchangeovertimeHowMuch from25to15minutes perchangeover ByWhen 12 15 2002 PDCAREPORTFORMAT Theme PresentSituation Countermeasure s Implementation Target Analysis Follow Up StandardCurrentSituationDiscrepancyExtentRationale DoWhatToWhatHowMuchByWhen PotentialCauses Investigation5 WhyRootCauseAnalysis ShortTermLongTermRecurrencePreventionWhyRecommended WhatWhereWhoWhen WhatWhereWhoWhen TargetActual PDCAREPORTFORMAT THEMEACTIVITY PDCAREPORTFORMAT PLAN THEME General GrasptheSituation OneSentence Phrase Theme WhatdoyouREALLYwanttoaccomplish DoWhat ToWhat PDCAREPORTFORMAT PLAN THEME General GrasptheSituation OneSentence Phrase Theme ReducetimeforPUshiftchangeover PDCAREPORTFORMAT Theme PresentSituation Countermeasure s Implementation Target Analysis Follow Up StandardCurrentSituationDiscrepancyExtentRationale DoWhatToWhatHowMuchByWhen PotentialCauses Investigation5 WhyRootCauseAnalysis ShortTermLongTermRecurrencePreventionWhyRecommended WhatWhereWhoWhen WhatWhereWhoWhen TargetActual PDCAREPORTFORMAT ANALYSISACTIVITY PDCAREPORTFORMAT PLAN ANALYSIS BasedonFACTS PotentialCauses Listofallpossiblecauses sourceofproblem fishbonediagramisusefultool HowChecked Methodtoconfirmreasonablenessofpotentialcause s Result Resultofcheck GoandSee MostLikelyCause BasedonFACT investigationresults reasonableassumptions PDCAREPORTFORMAT FISHBONEDIAGRAM Cause Effect DescribesrelationshipbetweenvariablesUsedinbrainstormingsessionstoidentifypossiblecausesofaproblemorconditionFocusesoncauses notsymptoms EFFECT UndesirableOutcome PDCAREPORTFORMAT FISHBONEDIAGRAM Cause Effect EFFECT UndesirableOutcome MajorCAUSEcategory MajorCAUSEcategory MajorCAUSEcategory MajorCAUSEcategory MajorCAUSEcategory PDCAREPORTFORMAT FISHBONEDIAGRAM Cause Effect MajorCAUSECategoriescangenerallybeclassifiedas MANMETHODMACHINE SkillLevel WorkSequence Function IndividualMorale TaktTimeProperly Training Ergonomics Capable AbilityMATERIALENVIRONMENT AvailableasNeeded Group TeamMorale MeetsStandard AreaLighting Climate WorkAreaArrangement PDCAREPORTFORMAT PLAN ANALYSIS BasedonFACTS MostLikelyCause Inconsistentmethod PDCAREPORTFORMAT PLAN ANALYSISProblem ProblemStatement directcause 5 Whys Methodtoconfirmpotentialcause goandsee firsthandinvestigationisaMUSTProblemStatement onephrasestatingproblemWhy investigate getfacts Why investigate getfacts Why investigate getfacts Why investigate getfacts Why investigate getfacts ROOTCAUSE PDCAREPORTFORMAT PLAN ANALYSISRootcause Rootcausehasbeenfoundwhen ItcanbedealtwithdirectlyAneffectivecountermeasurecanbeapplieddirectlytopreventrecurrenceIfinconsistencyiscorrected conditionwillreturntostandardConfirmusingthe therefore test PDCAREPORTFORMAT PLAN ANALYSISThereforetest ROOTCAUSE ThereforeWhy5 Therefore Why4 Therefore Why3 Therefore Why2 Therefore Why1 Therefore ProblemStatement PDCAREPORTFORMAT PLAN ANALYSISProblem ProblemStatement directcause 5 Whys Methodtoconfirmpotentialcause goandsee firsthandinvestigationisaMUSTProblemStatement Changeovertimehasaveraged25minutesWhy OperatortimeinconsistentWhy Operatordoesn tfollowworkinstructionWhy WorkinstructionnotcommunicatedwithoperatorsWhy StandardizedworknotcompletedforoperationWhy NosystemforapprovingandpostingSTWROOTCAUSENosystemforapprovingandpostingSTW PDCAREPORTFORMAT PLAN ANALYSISThereforetest NosystemforapprovingandpostingSTW Therefore Standardizedworknotcompletedforoperation Therefore Workinstructionnotcommunicatedwithoperators Therefore Operatordoesn tfollowworkinstruction Therefore Operatortimeinconsistent Therefore Changeovertimehasaveraged25minutes PDCAREPORTFORMAT Theme PresentSituation Countermeasure s Implementation Target Analysis Follow Up StandardCurrentSituationDiscrepancyExtentRationale DoWhatToWhatHowMuchByWhen PotentialCauses Investigation5 WhyRootCauseAnalysis ShortTermLongTermRecurrencePreventionWhyRecommended WhatWhereWhoWhen WhatWhereWhoWhen TargetActual PDCAREPORTFORMAT PLAN COUNTERMEASUREShortterm Containstheproblem Longterm AddressesrootcauseRecurrenceprevention PreventsproblemfromeverhappeningagainforsamerootcauseWhyrecommended Evaluatebasedoncost timeliness feasibility effectiveness impact PDCAREPORTFORMAT PLAN COUNTERMEASUREShortterm Teamleaderforallshiftsprepareandpresentworkinstruction standardizedwork toallteammembersLongterm DevelopandpostnewstandardizedworkwithinputfromteammembersRecurrenceprevention SetupsystemtoapproveandpoststandardizedworkWhyrecommended Positiveimpactonallareas clarifiesstandardforhow whentoimplementandpoststandardizedwork preventsproblemfromhappeningforsamerootcause lowcost PDCAREPORTFORMAT Theme PresentSituation Countermeasure s Implementation Target Analysis Follow Up StandardCurrentSituationDiscrepancyExtentRationale DoWhatToWhatHowMuchByWhen PotentialCauses Investigation5 WhyRootCauseAnalysis ShortTermLongTermRecurrencePreventionWhyRecommended WhatWhereWhoWhen WhatWhereWhoWhen TargetActual PDCAREPORTFORMAT DO IMPLEMENTATIONActionPlan What Where Who When StatusCommunication Allaffectedpeopleunderstand andsupport planExecution Doit PDCAREPORTFORMAT DO IMPLEMENTATIONActionPlan PDCAREPORTFORMAT Theme PresentSituation Countermeasure s Implementation Target Analysis Follow Up StandardCurrentSituationDiscrepancyExtentRationale DoWhatToWhatHowMuchByWhen PotentialCauses Investigation5 WhyRootCauseAnalysis ShortTermLongTermRecurrencePreventionWhyRecommended WhatWhereWhoWhen WhatWhereWhoWhen TargetActual PDCAREPORTFORMAT CHECK FOLLOW UPHowcheck Method visual withtool etc Whencheck When howoftenWhocheck ResponsiblepersonGraph Quickvisual Targetvs actual relatesbacktostandardImplementationprogress Onschedule Countermeasureeffective