Problem Solving

Tools and methods for problems

and improvements
 Problem Solving
AGENDA

• Introduction
• Why do we need problem solving?
• Understanding problems
• Some tools and their uses
• Plan-Do-Check-Act
• Summary
• Questions
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 Introduction
What is a problem?
• A problem exists when there is a
gap between what is and what
must be, could be, or should be.

In today’s competitive

environment, today’s “should be”
might be tomorrow’s “must be”

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Why do we need problem solving?
Quality cost curve (sample)
2000
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1400
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$ Cost

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200
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 Why do we need problem solving?
Costs of quality - controllable
Prevention cost
• Quality planning (test, inspection, audits,
process control)
• Education and training
• Performing capability analyses (Cpk)
• Conducting design reviews
Appraisal cost
• Test and inspection
• Supplier acceptance sampling
• Auditing

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 Why do we need problem solving?

Uncontrolled costs: poor quality

Poor-quality costs: Internal error cost
• In-process scrap and rework
• Troubleshooting and repairing
• Design changes
• Additional mask moves to replace rejected lots

External error cost

• Warranties
• Lost customer
• Litigation

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 Understanding problems
Types of problems
 Production – defects and dropped lots
 Maintenance – both equipment and facilities
 Safety – risks, incidents and injuries
 Environmental – risks and environmental
incidents
 Personal – what keeps us from getting what
we want
 Interpersonal – what keeps us from getting
what we want from others

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Tools and applications
What’s the process?

 Plan
 Do
 Check
 Act

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 Tools and applications
- Why use the process approach?

A systematic approach can help with:

• Fixing it the first time
• Keeping the solution costs low
• Sharing the lessons learned with others

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 Tools and applications: Plan
Problem solving roadmap
When are roadblocks
Step Question Roadblocks Needed for next step
cleared?

One problem statement, Identification of the gap

What needs to Many problems to
1 ID the problem one "desired state" agreed Desired state described in
change? choose from
upon measurable terms
Analyze the What keeps us Root cause is identified and Key cause(s) documented
2 Many potential causes
problem from the goal? verified and ranked
How could we
Brainstorm ideas Many ideas to solve Potential solutions are
3 make the Solutions listed
for solutions problem clarified
change?
Many criteria for
Criteria for evaluating Plan for making and
evaluating potential
Select & plan the What's the best solutions agreed upon monitoring the change
4 solutions
solution way to do it?
Many ideas for Plans for implementing and Measurements ID'd for
implementing solutions evaluating agreed upon evaluating effectiveness
Plans for implementing
Implement the Are we following Unexpected problems
5 contingency plans, if any, Solution in place
solution the plan? occur
are agreed upon
Effectiveness measures of
Verification the problem is
the solution are agreed
solved, OR
How well did it upon
6 Evaluate success
work? Agreement reached to
Continuing problems, if any,
address continuing
are identified
problems

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Tools and applications: Plan

1. Describe the problem

2. Describe the current process

3. Identify root cause

4. Develop a solution

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 Tools and applications: Plan
1. Describe the problem
To get to the answer, we need a clear “Why:”

 Who (man)
 What (the physical type of problem)
 Where (machine-which entity; environment)
 When (method)
 With what (materials; other tools/machine)
 How (method, maintenance data)
 How much (metrics)

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 Tools and applications: Plan

Write the problem statement

The research-worthy problem statement

should address all six questions:
what, how, where, when, why, and who.

 Include your metrics to describe the problem.

 No theories or blame.

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 Tools and applications: Plan

How do we know what the problem is?

First, some definitions:
Quantitative data
 Can be counted or measured.

Qualitative data
 Descriptive, not easily counted.

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 Tools and applications: Plan
Tools to describe the problem

• Control charts
p chart
u chart Quantitative
• Histograms/Pareto charts

• Check sheet – Quantitative or qualitative

• Rubrics
• Flow charts
• Cause and effect Qualitative
• 5-Why

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 Tools and applications: Plan

Control charts
p-chart: (Fraction defective)
 Charts the proportion (%) of nonconforming items
 Need a good definition of nonconforming items
 Can be of equal or unequal subgroups
 Normally need large subgroups – can even be up to total
for the period

u-chart: (Number defective per unit)

 The number of nonconformities per lot, where the lot size
varies (example: yield from Sort or Final Test)

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 Tools and applications: Plan

The p-chart monitors the

proportion (%) of nonconforming
units in a sample.

p-charts should be used for

attribute data (conform or non-
conform, yes or no, etc.).
Subgroup sizes should be equal,
but different sample sizes can
be used.

p-charts produce the binomial

distribution.

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 Tools and applications: Plan

The u-chart monitors

"count"-type data
where the sample size is
greater than one,
typically the average
number of
nonconformities per unit.

u-charts produce the

Poisson distribution.

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Tools and applications: Plan

Check sheet - qualitative

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 Tools and applications: Plan
Check sheet - quantitative
Dates
Defect Types/
TOTAL
Event Occurrence Sunday Monday Tuesday Wednesday Thursday Friday Saturday

Haze 1 2 1 3 1 2 2 12
Flaking 2 4 1 2 2 6 2 19
Pitting 0 1 1 0 1 4 1 8
Particulates 1 2 0 1 1 2 0 7
Fisheyes 0 1 1 2 0 3 1 8
Defect 6
Defect 7
Defect 8
Defect 9
Defect 10
TOTAL 4 10 4 8 5 17 6 54

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 Tools and applications: Plan
Histograms/Pareto charts
Defects WW12, FYXX Saturday
Friday
20 Thursday
18 Wednesday
16 Tuesday
14
Monday
12
Sunday
10
8
6
4
2
0
Haze Flaking Pitting Particulates Fisheyes

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 Tools and applications: Plan
2. Flow charts to describe the process
—Terminator: used to start or stop (can be an oval)

—Process: describes a process step

—Decision: a yes/no turning point

—Document: can be a spec, manual, record, etc.

—Arrow: connects any of the steps

—Circle: connects to another page for more room

—Off-page flow chart: point of a link to another

process, as input or output 22
Flow chart: 3 departments
Department #1 Department #2 Department #3
Start

End

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 Flow chart: one department
Turn on skillet Fry bread
Start
to 350º F until brown

Stage ingredients Spread butter on No

two bread slices, Is bread
both sides each brown?
Yes Have all Yes
ingredients?
Fry bread on one Place cheese slice
side until brown on one browned
No
bread slice
Buy needed
items at store.
No Place other slice
Is bread Turn off
brown? on top of cheese skillet
Electric skillet
West Bend 72132 Yes
Put on plate
Instruction manual End
Turn over and serve.
bread slices

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 Scripted flow chart
 More how-to process information is
available for users.

 Can reference specs for critical

information.

 Lists person responsible for each step.

 Can be made into a process spec.

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 Scripted flow chart (cont.)

4. Issue sticker.

Yes

No 3. Obtain
1. Take car
2. Car passes? needed
for inspection
repairs

Responsibility Task
Make appointment with a mechanic holding a current inspection license. Arrive at
1. Car Owner
inspection station on time.
Inspect car IAW 16-222 Chapter 1 Section 115.30. If car passes, attach sticker. If
car does not pass, remove half of existing sticker and inform Owner of required
2. Mechanic
repairs and allowed re-inspection time frames IAW 16-222 Chapter 1 Section
120.01.
3. Car Owner Perform needed repairs. Obtain follow up inspection within prescribed time frame.

4. Mechanic Issue and attach sticker IAW 16-222 Chapter 1 Section 140.05.

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 Tools and applications: Plan

3. What’s it all for? Finding

the root cause
Q: How do I know when I have arrived at root cause?

A: If the root cause is removed, the problem disappears.

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 Tools and applications: Plan
Machine
Cause
and
Method
effect:
what’s Materials
in it?
The Maintenance

6Ms Man

Mother Nature
(Environment)
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 Tools and applications: Plan

Cause and effect diagram

Machine Materials Maintenance

Problem

Man Method Mother nature

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 Tools and applications: Plan
5-Why

Problem: My car will not start.

1. Why? - The battery is dead.
2. Why? - The alternator is not functioning.
3. Why? - The alternator belt has broken.
4. Why? - The alternator belt was well beyond its
useful service life and has never been replaced.
5. Why? - I have not been maintaining my car
according to the recommended service schedule.

(The last “why” should be root cause)

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 Tools and applications: Plan
Finding the cause: Understanding human error

Fundamental
Attribution
Error

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 Tools and applications: Plan

Rubrics
 Used to put a number value on descriptions.
 Can “measure” performance in man,
material, machines.
 Can be customized.
 The closest example is in employee
performance evals.

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 Tools and applications: Plan

Qualitative analysis using the rubric

Beginning Developing Accomplished Excellence

Score: 1 Score: 2 Score: 3 Score: 4

Description of Description of Description of Description of

Stated performance performance performance performance
Objective or characteristics characteristics: characteristics: characteristics: Result
Performance : beginning development mastery. highest
performance and movement performance.
level. toward mastery.

Criteria Scale
Definitions

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 Tools and applications: Plan

Sample rubric: team work

Performance 1 2 3 4 Score

Worked as part No appropriate Little appropriate Some Much appropriate

or positive or positive appropriate or or positive
of the team participation positive participation
participation
participation
Preparedness Was not Was prepared Was prepared for Was consistently
prepared for for some team most team prepared for
for team most team meetings meetings team meetings
meetings meetings

Managed time Did not use time Sometimes used Mostly used time Consistently used
to best benefit time to best to best benefit time to best
wisely benefit benefit
Made little or no Made some Made active Consistently
Problem attempt to efforts to efforts to strived to
solving objectively solve objectively solve objectively solve objectively solve
problems problems problems problems

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 Tools and applications: Plan

Now we can write the problem statement.

The research-worthy problem statement

should address all six questions:
what, how, where, when, why, and who.
Include your metrics to describe the problem.
Leave out theories and blame.
Keep a strong customer focus.

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 Tools and applications: Plan

4. Planning the solution

Tools for planning the DO stage:

 OST (Objectives, Strategies & Targets)

 Flow chart – what
 Matrix diagram – who, what
 Gantt chart – what, when
 Metrics tools – did it work?

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 Tools and applications: Plan

OST (Objectives, Strategy & Tactics)

STRATEGY ONE: TACTIC 1:
OBJECTIVE: TACTIC 2:
TACTIC 3:

STRATEGY TWO: TACTIC 1:

TACTIC 2:
TACTIC 3:
TACTIC 4:

STRATEGY THREE: TACTIC 1:

TACTIC 2::
TACTIC 3:

STRATEGY FOUR: TACTIC 1:

TACTIC 2:
TACTIC 3:
TACTIC 4:

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 Tools and applications: Plan

Matrix diagram: who, what

= Primary responsibility

= Team members

= Resources

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 Tools and applications: Plan

Matrix diagram (task)

Tasks Task Task Task Task Task

#1 #2 #3 #4 #5
Resources

Who

Who

Who

Who

= Primary responsibility
= Team member
= Resources 39
 Tools and applications: Plan

Gantt Chart

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The DO stage
What’s next in the process?

 Plan
 Do: Implement the solution
 Check
 Act

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Follow through: did it work? Check

What’s next in the process?

 Plan
 Do
 Check: Did it work?
 Act

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 Knowledge management: Act

What’s next?
 Plan
 Do
 Check
 Act: What happens now?

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 Summary: What do we do with all this?
The 8-D

D1: Assemble a cross-functional team of experts

D2: Define the Problem fully
D3: Implement and verify Interim Containment Actions
(ICAs) as needed. Also known as Temporary
Fixes.
D4: Identify and Verify Root Cause
D5: Choose and verify Permanent Corrective Actions
(PCAs). Preventive Actions are also chosen.
D6: Implement and validate PCAs
D7: Prevent recurrence of the Problem/Root Cause
D8: Recognize the efforts of the Team
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Summary: What do we do with all this?
D1
Control charts, Histograms/Pareto charts,
D2 Check sheet, Rubrics, Flow charts, Cause
and effect, 5-Why, Problem statement
D3
Cause and effect, 5-Why
D4
D5 Objectives, Strategies & Targets (OST)

Matrix diagram, Gantt chart, Flow chart(s),

D6 Control charts, Histograms/Pareto charts,
Check sheet, Rubrics
D7
D8 Flow chart(s), Control charts, Histograms/
Pareto charts, Check sheet, Rubrics
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 Wrap up

• Questions?
• Comments?

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 Resources

Memory Jogger II – Continuous Improvement

Problem solving Memory Jogger

(more advanced tools)

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Presenter Contact Details

Jennifer Kirley
Productivity Engineer
jkirley@[Link]

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