Mike Hoseus Author, President, Lean Culture Enterprises Executive Director, Center for Quality People & Organizations (CQPO) [email protected] or 859-699-2235 Lean Coaching A3 Problem Solving Workshop
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PowerPoint PresentationLean Coaching A3 Problem Solving
Workshop
ProcessPeople
Horizontal flow of value at the pull of the customer
Workplace Management through standardization & Visualization
Relentless elimination of waste, overburden and unevenness
Lean Tools
PDCA Thinking
CURRENT CONDITIO
Tools
Tools
GtS
GtS
In the lean organization, the work of managers involves teaching this pattern
of thinking and acting in order to continuously improve work.
Managing for Improvement
What is the primary purpose of Process Standard Work?
A) Repeatability B) Quality C) Training D) None of the above E) All of the above
Safety Quality Productivity Cost HR
Make problems and opportunities for kaizen visible.
Standardized Work, 5-S
Problem Solving (Daily Activities, QC Circle, Suggestions)
PD C
decide on countermeasures
Apply tools as
Standard Andon
STANDARD ACTUAL
In the lean organization, the work of managers involves putting in place the
system for signaling problems and responding to them.
The Work of Lean Leaders - Developing Systems & People to set Standards & Identify and Correct Out-of-Standard Conditions
Fujio Cho, Chairman, Toyota Motor Corporation Former President, Toyota Motor Manufacturing, Kentucky
On Development: Toyota has its own unique beliefs, philosophies and common values. It is through our work that we pass these important assets on to the next generation. I believe developing the younger generation is the only way for me to make a contribution to the “chain of appreciation” (to my seniors). 7
Problem Solving at all Levels
•Policies •Annual Objectives •Improvement Plans
•Cross Organizational Problem Solving •Process Improvement
•Objectives & Budget Management •Management Directed Kaizen
•Enterprise Problem Solving •Standardized Work •Kaizen •5S
Supervisors & Team Leaders
P DC
A GtS
A-3 System Level Problem Solving Hoshin Kanri
Why Use PDCA? Shows how to do work more efficiently and
effectively Provides a process with a set of approaches
which helps us manage, modify and report information.
Supports teamwork through clear communication and understanding roles
Helps to integrate different functional areas (Design, manufacturing, sales etc..)
Helps us best tell our story. 10
Traditional Method vs. PDCA
(put out fire) Proactive: responsive to long term goals
Do “Wing it;” figure it out as you go
Use of “Pilot” activities before full blown implementation
Check Hesitancy to discuss problems
Specific input/output measures identified for measuring success
Act Frequent use of “band aids”
Standardization
Reporting
Informing
Consulting
Provide a common understanding Provide a common framework for
supervisor and subordinate to discuss issues, problems, solutions, ideas, proposals, progress etc.
13
ProposalTheme/Title
VI. Follow Up/Evaluate/Open Issues
• Past History/Current Situation • Information gathering resulting
from interviews, surveys, data gathering
• Where we want to be • Goal or objective of the plan
• Analysis of current situation • Gap analysis • Issues and concerns, impact to product and marketability • Market analysis etc.
• How we will get from the present to the described future/desired outcome.
• Identify other options available • Must address needs
• Who, What, Where, When • Use charts, graphs, bullets • Use Milestones, landmarks, measures
• A method of gauging the success of the plan • Communication plan so all affected
are aware of plan performance • Allows for Reflection
VP GM Coordinator Manager A/M Originator
StatusTheme/Title
General idea of what we are trying to do
• How we will get from the present to the described future/desired outcome.
• Identify other options available • Must address issues and concerns
• Who, What, Where, When • Use charts, graphs, bullets • Use Milestones, landmarks, measures
• A method of gauging the success of the plan • Communication plan so all affected
are aware of plan performance • Allows for Reflection
Activities Target Actual Evaluation 1. 2. 3.
VP GM Coordinator Manager A/M Originator
Past History vs. Current Situation Results from Information gathered
•Goal or objective of the plan
Problem Solving A-3
I. State the Problem What is the gap between current and ideal situation?
2. Breakdown the Problem Divide the problem
Specify problem to solve
Be specific (how much, who, and by when)
3. Set Target
4. ID Root Cause Consider as many potential cause factors, without prejudice or preconception
Continually ask why (based on facts);
Specify root cause
5. ID Countermeasures
Narrow down to practical and effective
Build consensus with others
8. Standardize & Share Success
VP GM Coordinator Manager A/M Originator
Poll Question – Which Phase or Step have you seen your team’s struggle the most?
1. Plan – Defining the Problem – Stratifying the Data
2. Plan – Root Cause Analysis
3. Do
4. Check
5. Act
Step 1 - Plan: Defining the problem – What Problem are you looking to solve? A problem is knowing:
Where you want to be?
Where you are? What is currently
happening?
Breakdown
Breakdown Prioritize
Breakdown Prioritize
(GENCHI GENBUTSU)
~ Based on facts, break down the problem and clarify objectives~
Prioritized problem At the point of occurrence
Point of Cause
what? where? when? who? and how much?
Now let’s break down these steps for you…. 19
How to Stratify the Data in order to focus on the prioritized problem
20
Ask yourself “What Is / Is Not Part Of The Gap?”
Large Vague Problem
Section?
Who are the Stakeholders?
What areas? Sections, Dept
enbutsu
Divide
1
2
Continue breakdow n using G
enchi G enbutsu
enough?
21
Poll Question – Analyzing the Problem
True or False – When performing Root Cause Analysis (RCA) it is imperative that the number
of times “asking of why” totals “5”.
Step 4: Analyzing the Problem Pursue and specify the root cause by repeatedly asking “Why?” and building a chain of Cause/Effect Relationships to the root cause
Stop when you believe you have reached the root cause and check to see if it this cause is effectively counter measured will it address all the causes up the chain?
Problem Direct Cause
it?
Framework of Experiences
Framework of Scope
Narrow down to ideas that are most practical & effective
Build consensus with others
25
Proper Checking
Customer’s Viewpoint
Wonderful’s Viewpoint
Your Team’s
What was the result?
What was the process?
Evaluate both results and processes and learn from both success and failure
Step 7 – Check
Poll Question – Check - Act
True or False – When checking the process & results of the countermeasure and one or both
are found to be “No Good”, the next step would be to go back to “Step 1” and start over
at the beginning of the Plan Phase.
(1) Structuralize the successful processes (Standardize)
(2) Share the new precedent
(3) Start the next round of Improvement
-Establish the successful process as precedent, -and continue to
raise the standard level of success- New Ideal Situation
Own work & Responsibility
YOKOTEN
30
Step 8 – Act Standardize Success
So if our problem solving efforts produce an “ineffective result or failure” we must track back through the steps we followed using the PDCA process to determine which steps need to be modified until we achieve success.
So if our problem solving efforts produce a “effective result” then Standardize those results.
<examples of standardization >
FormsManual Checklists Flow-chart
Fujio Cho, Chairman, Toyota Motor CorporationFormer President, Toyota Motor Manufacturing, Kentucky
Problem Solving at all Levels
3 Levels of Problem Solving
Why Use PDCA?
Benefits of A3
Slide Number 14
Slide Number 15
Slide Number 16
Poll Question – Which Phase or Step have you seen your team’s struggle the most?
Slide Number 18
Slide Number 19
How to Stratify the Data in orderto focus on the prioritized problem
Slide Number 21
Poll Question – Analyzing the Problem
Step 4: Analyzing the ProblemPursue and specify the root cause by repeatedly asking “Why?” and building a chain of Cause/Effect Relationships to the root cause
Slide Number 24
Slide Number 25
Step 7 – Check
Discussion and Q&A
ProcessPeople
Horizontal flow of value at the pull of the customer
Workplace Management through standardization & Visualization
Relentless elimination of waste, overburden and unevenness
Lean Tools
PDCA Thinking
CURRENT CONDITIO
Tools
Tools
GtS
GtS
In the lean organization, the work of managers involves teaching this pattern
of thinking and acting in order to continuously improve work.
Managing for Improvement
What is the primary purpose of Process Standard Work?
A) Repeatability B) Quality C) Training D) None of the above E) All of the above
Safety Quality Productivity Cost HR
Make problems and opportunities for kaizen visible.
Standardized Work, 5-S
Problem Solving (Daily Activities, QC Circle, Suggestions)
PD C
decide on countermeasures
Apply tools as
Standard Andon
STANDARD ACTUAL
In the lean organization, the work of managers involves putting in place the
system for signaling problems and responding to them.
The Work of Lean Leaders - Developing Systems & People to set Standards & Identify and Correct Out-of-Standard Conditions
Fujio Cho, Chairman, Toyota Motor Corporation Former President, Toyota Motor Manufacturing, Kentucky
On Development: Toyota has its own unique beliefs, philosophies and common values. It is through our work that we pass these important assets on to the next generation. I believe developing the younger generation is the only way for me to make a contribution to the “chain of appreciation” (to my seniors). 7
Problem Solving at all Levels
•Policies •Annual Objectives •Improvement Plans
•Cross Organizational Problem Solving •Process Improvement
•Objectives & Budget Management •Management Directed Kaizen
•Enterprise Problem Solving •Standardized Work •Kaizen •5S
Supervisors & Team Leaders
P DC
A GtS
A-3 System Level Problem Solving Hoshin Kanri
Why Use PDCA? Shows how to do work more efficiently and
effectively Provides a process with a set of approaches
which helps us manage, modify and report information.
Supports teamwork through clear communication and understanding roles
Helps to integrate different functional areas (Design, manufacturing, sales etc..)
Helps us best tell our story. 10
Traditional Method vs. PDCA
(put out fire) Proactive: responsive to long term goals
Do “Wing it;” figure it out as you go
Use of “Pilot” activities before full blown implementation
Check Hesitancy to discuss problems
Specific input/output measures identified for measuring success
Act Frequent use of “band aids”
Standardization
Reporting
Informing
Consulting
Provide a common understanding Provide a common framework for
supervisor and subordinate to discuss issues, problems, solutions, ideas, proposals, progress etc.
13
ProposalTheme/Title
VI. Follow Up/Evaluate/Open Issues
• Past History/Current Situation • Information gathering resulting
from interviews, surveys, data gathering
• Where we want to be • Goal or objective of the plan
• Analysis of current situation • Gap analysis • Issues and concerns, impact to product and marketability • Market analysis etc.
• How we will get from the present to the described future/desired outcome.
• Identify other options available • Must address needs
• Who, What, Where, When • Use charts, graphs, bullets • Use Milestones, landmarks, measures
• A method of gauging the success of the plan • Communication plan so all affected
are aware of plan performance • Allows for Reflection
VP GM Coordinator Manager A/M Originator
StatusTheme/Title
General idea of what we are trying to do
• How we will get from the present to the described future/desired outcome.
• Identify other options available • Must address issues and concerns
• Who, What, Where, When • Use charts, graphs, bullets • Use Milestones, landmarks, measures
• A method of gauging the success of the plan • Communication plan so all affected
are aware of plan performance • Allows for Reflection
Activities Target Actual Evaluation 1. 2. 3.
VP GM Coordinator Manager A/M Originator
Past History vs. Current Situation Results from Information gathered
•Goal or objective of the plan
Problem Solving A-3
I. State the Problem What is the gap between current and ideal situation?
2. Breakdown the Problem Divide the problem
Specify problem to solve
Be specific (how much, who, and by when)
3. Set Target
4. ID Root Cause Consider as many potential cause factors, without prejudice or preconception
Continually ask why (based on facts);
Specify root cause
5. ID Countermeasures
Narrow down to practical and effective
Build consensus with others
8. Standardize & Share Success
VP GM Coordinator Manager A/M Originator
Poll Question – Which Phase or Step have you seen your team’s struggle the most?
1. Plan – Defining the Problem – Stratifying the Data
2. Plan – Root Cause Analysis
3. Do
4. Check
5. Act
Step 1 - Plan: Defining the problem – What Problem are you looking to solve? A problem is knowing:
Where you want to be?
Where you are? What is currently
happening?
Breakdown
Breakdown Prioritize
Breakdown Prioritize
(GENCHI GENBUTSU)
~ Based on facts, break down the problem and clarify objectives~
Prioritized problem At the point of occurrence
Point of Cause
what? where? when? who? and how much?
Now let’s break down these steps for you…. 19
How to Stratify the Data in order to focus on the prioritized problem
20
Ask yourself “What Is / Is Not Part Of The Gap?”
Large Vague Problem
Section?
Who are the Stakeholders?
What areas? Sections, Dept
enbutsu
Divide
1
2
Continue breakdow n using G
enchi G enbutsu
enough?
21
Poll Question – Analyzing the Problem
True or False – When performing Root Cause Analysis (RCA) it is imperative that the number
of times “asking of why” totals “5”.
Step 4: Analyzing the Problem Pursue and specify the root cause by repeatedly asking “Why?” and building a chain of Cause/Effect Relationships to the root cause
Stop when you believe you have reached the root cause and check to see if it this cause is effectively counter measured will it address all the causes up the chain?
Problem Direct Cause
it?
Framework of Experiences
Framework of Scope
Narrow down to ideas that are most practical & effective
Build consensus with others
25
Proper Checking
Customer’s Viewpoint
Wonderful’s Viewpoint
Your Team’s
What was the result?
What was the process?
Evaluate both results and processes and learn from both success and failure
Step 7 – Check
Poll Question – Check - Act
True or False – When checking the process & results of the countermeasure and one or both
are found to be “No Good”, the next step would be to go back to “Step 1” and start over
at the beginning of the Plan Phase.
(1) Structuralize the successful processes (Standardize)
(2) Share the new precedent
(3) Start the next round of Improvement
-Establish the successful process as precedent, -and continue to
raise the standard level of success- New Ideal Situation
Own work & Responsibility
YOKOTEN
30
Step 8 – Act Standardize Success
So if our problem solving efforts produce an “ineffective result or failure” we must track back through the steps we followed using the PDCA process to determine which steps need to be modified until we achieve success.
So if our problem solving efforts produce a “effective result” then Standardize those results.
<examples of standardization >
FormsManual Checklists Flow-chart
Fujio Cho, Chairman, Toyota Motor CorporationFormer President, Toyota Motor Manufacturing, Kentucky
Problem Solving at all Levels
3 Levels of Problem Solving
Why Use PDCA?
Benefits of A3
Slide Number 14
Slide Number 15
Slide Number 16
Poll Question – Which Phase or Step have you seen your team’s struggle the most?
Slide Number 18
Slide Number 19
How to Stratify the Data in orderto focus on the prioritized problem
Slide Number 21
Poll Question – Analyzing the Problem
Step 4: Analyzing the ProblemPursue and specify the root cause by repeatedly asking “Why?” and building a chain of Cause/Effect Relationships to the root cause
Slide Number 24
Slide Number 25
Step 7 – Check
Discussion and Q&A
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