PRODUCTIVITY
Practical Problem Solving
ACADEMY
PRODUCTIVITY ACADEMY [Link] 1
Problem Consciousness
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PRODUCTIVITY ACADEMY [Link] 3
What is “Problem”?
PRODUCTIVITY ACADEMY [Link] 4
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What is “Problem”?
Desired Condition
e.g. This house has to
built in 1 year (max)
GAP
PROBLEM
Actual Condition
e.g. 1 year passed but
not yet completed
PRODUCTIVITY ACADEMY [Link] 5
What is “Problem”?
Desired Condition
e.g. Still do normal working
in Covid-19 situation
GAP
PROBLEM
Actual Condition
e.g. Cannot do normal
working anymore
PRODUCTIVITY ACADEMY [Link] 6
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What is “Problem”?
Standard/Ideal Condition Actual Condition
e.g. On time delivery e.g. Late delivery
GAP
PROBLEM
PRODUCTIVITY ACADEMY [Link] 7
What is “Problem”?
Target/Standard Customer
e.g. CSI = 5 stars Satisfaction
Index
PROBLEM
Actual Condition
GAP e.g. CSI = 3 stars
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What is “Problem”?
Difference / GAP between
“Desired/Standard/Ideal Condition”
and “Actual Condition” is problem
PRODUCTIVITY ACADEMY [Link] 9
How to find
Apparent problem
and recognize Symptoms, Issues, Complaint
the problem?
Where does the
Real problem
problem come
from?
PRODUCTIVITY ACADEMY [Link] 10
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Apparent problem
PRODUCTIVITY ACADEMY [Link] 11
The Iceberg of Ignorance
@andydevale
PRODUCTIVITY ACADEMY [Link] 12
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Problem vs Complaint
PRODUCTIVITY ACADEMY [Link] 13
Remind……
Standard / Ideal
Condition
GAP
Actual
Condition
PRODUCTIVITY ACADEMY [Link] 14
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Problem Consciousness
The ability and willingness to
find a problem by recognizing
and sensing the Abnormal
and Normal situation
PRODUCTIVITY ACADEMY [Link] 15
Problem Consciousness
The way to STANDARDS / STANDARDIZED WORK
recognize INDICATORS (Targets, Goals, Tracking Chart, Policies, etc.)
abnormalities
PAST EXPERIENCES
or sensing
NORMAL WAYS
abnormal
situations DEPARTMENT GOALS / OBJECTIVES
Quality – Cost – Delivery – Safety – Morale – Productivity – Environment
PRODUCTIVITY ACADEMY [Link] 16
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The more problems can
be identified, the greater
opportunity can be
reached recognize
problem clearly and solve
it
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Practical Problem Solving
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PDCA Cycle
8 Step - QCC Practical Problem Solving
1. Initial Problem Perception
1 Problem
P Identification Grasp the
Situation
2. Clarify the Problem
2 Target Setting (Real Problem)
3. Locate Area (PoC)
3 Anakonda
Cause 4. Direct Cause
4 Anaseba Investigation
5. Root Cause
5 Plan the Action
D 6 Execution
Countermeasure
C 7 Evaluation Evaluate
Standardization
A 8
& Next Plan
Standardize
PRODUCTIVITY ACADEMY [Link] 20
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BASIC ELEMENTS OF A PROBLEM PPS METHOD HOW
A o Determine WAH
1. Initial Problem Perception o Determine WSBH
(large, vague, complicated problem) (visualize process)
o Go See (Genchi Genbutsu)
Clarify the problem
A (identify abnormality)
o Breakdown
o (Categorize focus)
2. Real Problem
(a single abnormal occurrence) o Trackback (when work flow is apparent)
Grasp B
o Narrow down
the Situation B
Locate area point of
cause o Grasp the Tendency
C
> Observe pattern of occurrence
3. PoC(s)
C Grasp situation at PoC > Collect data and analyze
(a [Link] of the abnormal occurrence)
D o Look for direct cause by Go See
4. Direct Basic Cause and Effect
D Investigation
(If not visible)
Cause [When addressing direct cause does not prevent > Identify potential cause
Cause (cause of
abnormal
recurrence] > Check potential causes one by one
Investigation occurrence)
5-Why Root Cause E o Ask why to next level of cause
E Investigation o Check cause / effect relationship confirm,
repeat, if necessary
5. Root Cause o Stop at root cause
(first abnormal event that
sets off chain of
abnormalities)
F Confirm Root Cause F o Recurrence is prevented by addressing root
cause
Countermeasure o Try "therefore" test
Evaluate G Implement C/M and follow up o Asking "why" again leads to another problem
Standardize
PRODUCTIVITY ACADEMY [Link] 21
Initial Problem Perception
Apparent problem
Large
Vague
Complicated problem
Can be an issue or real problem
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Initial Problem Perception
Clarify the problem to understand the problem
Divide problem into small/focus problem stratification
Don’t jump to the conclusion
Try to find WAH
Try to find WSBH
Visualize process flow
Asked questions
GENBA – GENCHI – GENBUTSU
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3G
Genba : real place
Genchi : real facts
“Toyota managers should be
sufficiently engaged on the Genbutsu : real things
factory floor that they have to
wash their hands at least
three times a day”
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Example!
The vehicle is
very slow, unable
to carry the
heavy stuff
!!#@*/#!!
Is this the real problem?
PRODUCTIVITY ACADEMY [Link] 25
Example!
The vehicle is very slow, unable to carry the heavy stuff !!#@*/#!!
Is it really cannot go fast?
Clarify the Problem What is the actual speed?
Don’t jump to conclusion
What is the allowable
speed?
Is it really cannot carry
stuff?
How much weight is
carried?
What is the maximum
allowable weight to carry?
Find the REAL PROBLEM !
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Real Problem
CLARIFY THE PROBLEM
Manager’s responsibility :
- Clarify the problem
- Asking “Why”
- Grasp clear information
To find :
REAL PROBLEM
PRODUCTIVITY ACADEMY [Link] 27
Discussion
CV Martabak Cemerlang sudah menjalankan operasi produksi martabak dengan berbagai
varian rasa selama 3 tahun, dan mendapatkan respon yang sangat baik dari konsumen-
konsumennya. Saat ini, perusahaan sudah melakukan pengembangan pemasaran dengan
membuka beberapa cabang kantor pemasaran di 10 kota yang tersebar di tiga propinsi
yaitu : Jawa, Sumatra, dan Kalimantan.
Di tahun ke empat ini, Bp. Chandra sebagai kepala bagian pemasaran merasakan hasil
penjualan mulai menurun dan tidak sesuai dengan target yang dicanangkan pada awal
tahun. Dia melihat gejala perencanaan produksi mulai menurun karena mengikuti
pengurangan permintaan. Beberapa aktivitas sudah coba dilakukan dari melakukan
promosi, iklan-iklan, dan masuk ke area penjualan yang baru, tetapi belum menghasilkan
perubahan yang signifikan.
Manager pemasaran, Bp. Yosep, dipanggil untuk melihat lebih detail mengenai
permasalahan tersebut. Dia diminta mencari tahu lebih detil sumber permasalahannya
apa dan melakukan aktivitas perbaikan yang diperlukan supaya penjualan bisa meningkat
lagi. (1)
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Discussion
Bp. Yosep mengumpulkan data dan melakukan evaluasi dari data satu semester. Dari data
penjualan selama januari-juni, didapatkan data berikut :
PULAU Jumlah Omset JAWA Jumlah Omset
Jawa 1,400 1,470,000 Jawa Barat 500 525,000
Sumatra 1,300 1,261,000 Jawa Tengah 300 315,000
Kalimantan 900 1,125,000 Jawa Timur 400 420,000
Jakarta 200 210,000
SUMATRA Jumlah Omset
Palembang 500 485,000
What is the Real Problem? Lampung 500 485,000
Find WAH Riau 300 291,000
Find WSBH KALIMANTAN Jumlah Omset
Samarinda 400 500,000
Balikpapan 300 375,000
Pontianak 200 250,000
(2)
PRODUCTIVITY ACADEMY [Link] 29
Discussion
Clarify the problem…Stratification Data
PULAU Jumlah Omset Target Omset
Jawa 1,400 1,470,000 1,750,000 84%
Sumatra 1,300 1,261,000 1,250,000 101%
Kalimantan 900 1,125,000 1,150,000 108%
3,856,000 4,150,000 93%
Breakdown Data…
JAWA Jumlah Omset Target Omset
Jawa Barat 500 525,000 450,000 117%
Jawa Tengah 300 315,000 350,000 90%
Jawa Timur 400 420,000 400,000 105%
Jakarta 200 210,000 550,000 38%
(3)
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Discussion
Activity Outcome
IPP
WAH
CLARIFY THE
PROBLEM
Breakdown
WSBH
REAL PROBLEM
(4)
PRODUCTIVITY ACADEMY [Link] 31
Point of Cause (PoC)
Locate area Point of Cause
Grasp the Tendency:
- Observe pattern of occurrence
- Collect data and analyze
Technique:
1. Track-back technique
2. Narrow-down technique
PRODUCTIVITY ACADEMY [Link] 32
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Point of Cause
PRODUCTIVITY ACADEMY [Link] 33
Many evidence can be collected at location (Genba)
Accident at Cipularang Highway
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Track-back Technique
• Find the location of problem occurred by track the process back from the
location of initial problem appear
Real Problem
WHAT?
Track-back Track-back Track-back
Check! Check! Check! Check!
Initial
problem
appear
O X X X
PoC
CAUSE/EFFECT RELATIONSHIP Next :
Check & Investigation Direct Cause Root Cause
Incident cause abnormal condition happened
PRODUCTIVITY ACADEMY [Link] 35
Example !
CLAIM !!!
Broken Packaging on Delivery
PRODUCTIVITY ACADEMY [Link] 36
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Track-back the process flow !
PoC
O Warehouse
Packing Line
Check!
X
Check!
Loading Truck
Check! X
Check!
X Trucking
Customer Delivery / Road
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Narrow-down Technique
• Find the location of problem occurred by digging the evidence at the
initial location of problem appear
4
5
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the leak point ?
Where is
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Understanding the situation at PoC
“Olah TKP”
Find fact & data
Find evidences
Grasp information
Grasp the Tendency:
Observe pattern of occurrence
Potential Cause
Collect data and analyze [ Potensi Penyebab ]
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Direct Cause
The most
potential cause
is
Direct Cause
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Verification Process (Proof)
• 3G – Genba Genchi Genbutsu
• Diagram Scatter
• Relationship diagram
• Trial or simulation
• Evidence or Data or Facts finding
• etc
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Discussion – CV Martabak Cemerlang
Activity Outcome
IPP
WAH
CLARIFY THE
PROBLEM
Breakdown
WSBH
REAL PROBLEM
(4)
PRODUCTIVITY ACADEMY [Link] 43
Analyze
IPP : Market Sales Decrease
Real Problem : Sales in Jakarta only 38%
Point of Cause : ???
Narrow down technique
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Locate area of problem
1
3
2
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Graph tendencies
1 Taman Impian Jaya Ancol
Potential Cause : Verification
1. Lokasi jualan tidak
terlihat/tidak menarik V
2. Rasa tidak enak (dibawah Direct
standar yang diminta) X Cause
3. Promosi kurang Find :
V Root Cause
4. Harga kurang
bersaing/kemahalan V
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Root Cause
Investigate the Root Cause by asking
“ 5-Why ”
1. Start asking Why to find the next cause
2. Continue asking Why until the root cause found
3. Stop asking Why if the root cause can prevent problem
recurrence
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How to Recognize Root Cause
• Can you prevent recurrence of the problem by addressing this cause?
Dapatkah anda mencegah terulangnya kembali masalah yang sama dengan menanggulangi penyebab
tersebut?
• Is this cause the beginning of a chain of events that leads to the problem?
Apakah penyebab ini merupakan permulaan rantai kejadian dari peristiwa yang mengarahkan terjadinya
masalah tersebut?
• Is this cause linked to the problem by a chain of cause/effect relationships that are
based on fact?
(Does it pass the “therefore test?”)
Apakah penyebab ini terkait dengan masalah tersebut berdasarkan rantai hubungan sebab/ akibat yang
didasarkan pada kenyataan?
(Apakah lulus tes “oleh karena itu”?)
• If you continue to ask Why? will you get into another problem?
Bila anda melanjutkan bertanya “Mengapa?” akankah anda masuk/melebar ke masalah lain?
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Mr. Ohno’s Example of Why Cause Investigation
Welding Robot stops in the middle of its operation
Why did the robot stop ?
A fuse in the robot has blown
Why is the fuse blown ?
Circuit overloaded
Why is the circuit overloaded ?
The bearings damaged one another and locked up
Why have the bearings damaged one another ?
There was insufficient lubrication on the bearings ?
Why was there insufficient lubrication on the bearings ?
Oil pump on robot is not circulating sufficient oil
Why is the pump not circulating sufficient oil ?
Pump intake is clogged with metal shavings
Why is the intake clogged with metal shavings ?
No filter on pump intake Root Cause
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1. Do corrective action to solve the root cause
and prevent recurrence
2. Do trial to assure the result
3. Continue asking Why to other problem
Implement
countermeasure and
Follow Up / Evaluation
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Discussion…
“ Red Sweat Problem Solving “
PRODUCTIVITY ACADEMY [Link] 51
Red Sweat Problem Solving
IPP = Pramugari/ra di Pesawat A-300 Berkeringat Darah
Real Problem = Muncul bintik merah di permukaan kulit
PoC = area leher, wajah, dan tangan
Potential Cause = 1. Filter Udara yang baru diganti
2. Alat kebersihan dengan bahan plastic yang baru
3. Pelampung (alat peraga) yang baru
Direct Cause = Pelampung (alat peraga) yang baru
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Counter Measure
VS
TEMPORARY MEASURE :
An action taken to control a problem may or may not address the
root cause
COUNTERMEASURE :
An action taken to directly address the Root Cause of Problem
and eliminate recurrence of the problem
PRODUCTIVITY ACADEMY [Link] 53
Standardization of Countermeasures
1. Take steps to assure that the countermeasure is permanently implemented at the process where
the problem happened (PoC).
Ambil langkah-langkah untuk memastikan bahwa Countermease diterapkan secara permanen pada proses dimana
masalah terjadi (PoC)
2. Track effectiveness of countermeasure short term and assure continued effectiveness long term.
Lacak keefektivitasan countermeasure jangka pendek dan pastikan berlangsung jangka panjang
3. Include new countermeasure in your sense of what is normal.
Masukan Countermeasure baru dalam “rasa” anda untuk menilai apa itu normal
4. Check other processes in your group to determine if a similar problem is possible – implement the
countermeasure in those processes as well.
Periksa proses-proses lain dalam group anda untuk menentukan masalah yang sama – Implementasikan juga
Countermeasure tsb dalam proses tersebut.
5. Communicate the results of the countermeasure to effected people.
Komunikasikan Countermeasure kepada orang-orang yang berpengaruh
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FUNDAMENTAL PRINCIPLES of PPS
. Set aside pre-conceived ideas
Kesampingkanlah dugaan yang telah terbentuk
. See the abnormal occurrence and point of cause first hand
Perhatikan kejadian abnormal dan PoC secara langsung
. Delay cause analysis until you have a thorough grasp of what is actually happening
Tundalah penganalisaan penyebab sampai anda memahami apa yang sebenarnya terjadi ( WAH )
. Establish cause/effect relationships based on fact not assumption
Buatlah hubungan sebab/akibat (C/E) berdasarkan atas fakta bukan asumsi
. Continue asking Why / until you can prevent recurrence of the problem by addressing its
root cause
Teruskanlah bertanya “Why” sampai anda dapat mencegah terulang kembalinya kejadian/masalah
dengan cara menanggulangi akar penyebabnya
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Thank You
PRODUCTIVITY ACADEMY
w w w. p ro d e mya s i a . c o m
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