Basic
Proble
m
Solving
FLOWCHART FOR PROBLEM
SOLVING
Define N
Check
Problem o
results
OK?
Collect
data Ye
s
Analys Standardi
e ze
Implement Conclude and
actions reflect
PLAN FOR FURTHER
IMPROVEMENT
Conclusio
n
Standardizati
on A Analys
is
P D
C
Chec Actio
k n
1 Problem definition
What
2 Observation Plan
3 Analysis Why
Who
4 Action When
Wher
Do
e
How
5 Check Check
6 Standardizati
on
Action
7 Conclusion
WHAT IS A PROBLEM ?
• An undesirable result of a job
• One which has a negative impact on
customer/Self
DESIRED TARGET OUTCOME RESULT
Problem
Is this
gap
ACTUAL SITUATION /
REALITY
PROBLEM DEFINITION
The Definition of a Problem involves three
Stages
Selectio Problem Theme
n of stateme and
Problem nt target
SELECTION OF PROBLEM
Select problems from
• Project bank
• Daily management points
• TQM, TPM,JIT reviews
• Give priority to the problems related to,
a) External customer satisfaction
b) Internal customer satisfaction
• Prioritize the problems to be attended and solved
first.
• Explain the importance of solving the problem on
priority.
PRIORITIZATION OF PROBLEMS
9 Accord
0
first
80
priority for
70
this
problem
60
Frequenc
50
40
y
30
20
10
0
Problem 1 Problem 2 Problem 3 Other
s
PROBLEM STATEMENT
The problem statement should be
• Clear
• Specific
• Measurable (use performance charts)
It should state
• What - Is the problem should be stated in terms of results, not causes
• Where - the problem occurred
• When - the problem occurred
• Who - is involved
In short, a good problem statement should explain the 4ws – what, where,
when and who. The problem statement should demonstrate,
• Weakness orientation
• A Problem is an undesirable result of a job and
has a
PROBLE negative impact on self / customer.
M • Problem definition involves selecting the
STATEME problem and writing the problem statement.
NT • The problem statement should answer what,
SUMMAR where, when and who.
Y • The problem statement demonstrate
weakness orientation
“A well-defined problem is half
solved”
• Select a problem from the performance chart
PROBLE • Prioritize the problems to be solved first
• Explain the importance of the solving that
M problem
STATEME • Have weakness orientation
NT • Reflect weakness orientation in the problem
SUMMAR statement and the theme
Y • Clearly define the problem
• Don’t jump into conclusion at this stage itself
• Have a detailed action plan
Tools and techniques used in problem
definition
# Steps stage Tools s techniques Effectivene
ss
of tool
1 Understanding problem CauseCeffect diagram,
Graphs, Control charts,
Performance charts
Stratification
2 Selection of problem Pareto charts
Performance charts
3 Activity plan Gantt charts
Effecti Highly
ve effective
OBSERVATION
Objective
Understanding of the current circumstances based on facts.
• This is the most important stage of problem solving.
• Further course of action is decided based on observation.
• No observation is complete without observation at the
gemba.
• Problem solving emphasizes the actual work place and
actual objects
• It has to take place in Gemba
ANALYSIS
• Identify whether the problem is chronic or sporadic.
• Select appropriate tool depending on problems
• For chronic problems, cause verification to be validated statistically.
• Never assume things.
• Select appropriate countermeasures from alternate
countermeasures.
• Countermeasures should be for root causes and not for
phenomena / problem
• Check for side effects.
‘The quality level in any case should not deteriorate from the existing
level’
Implementation
plan
• Discuss with concerned persons for
implementation
of countermeasures.
• use 3w1h formats for action and Gantt
ACTION chart for monitoring the progress
PLAN Action Summary
• Clearly spell out the actions.
• Fix responsibility to an individual and not a
dept.
• Fix target dates
• Have regular reviews till implementation is
CHECK
• Compare the results before and after
implementation of countermeasure.
• Use the same charts, measures used in define/
observation phase.
• Monitor the results at least for 3 months.
• Monitor that the actions are in place.
COMPARISON OF RESULTS -
EXAMPLE
Befor Afte
20 e r
Improveme
nt done
15
Defects
10
[Link]
0
1
2
What is a standard?
A standard is made up of only those
elements which, when not followed, results
STANDARDISAT in a predictable defect or waste.
ION Examples of
standardization
Road List down a few
signals, more
Bulb ……………………
fittings, …….
Fasteners, ……………………
Consumptio …….
n, Credit ……………………
cards, …….
BENEFITS
It helps in doing a specific activity :
• the same way
• by different people at all times without leading to any
mistake.
•Man, dependent to man independent
•Creates a rich knowledge base for future reference.