PDCA

S D BELLAMY - Group Total Quality Manager - 22 August 2000 ( 5TH Revision - Health Version )

PDCAProblem Solving Guide

A Guide to a Team Approach to Problem

Solving

PLAN

DOCHECK

ACT INVEST IGAT E

CLARI FY O BJECT I VES

I DENT I FY PO SSI BLE CAUSES

BENCHM ARK BEST PRACT I CE

I DENT I FY T EAM RO LES

I M PLEM ENT Q UI CK FI X

EVALUAT E & VALIDAT E

P ILOT S TUDY S OLUTIONTO V E RIFY DATA

COUNTE RM E AS URE

TRAINING

COM M UNICATION

CO RRECT &ST ANDARDISE

REVI EW FEEDBACK &M AK E CO RRECT I O NS

ST ANDARDI SE DO ,CHECK , ACT

ENLIGHT EN &IM PLEM ENT

CARRY OUT T RIALS T OPROVE CAUSES

ANALYSE DAT A T OUNDERST AND HOWPROBLEM OCCURS

IDENT IFY POSSIBLESOLUT IONS

1 Introduction to PDCA Problem Solving Cycle.

2 PDCA Cycle…….

3 Key Steps in PDCA…..

4 Defining the Problem

5 Selection of TQ Techniques used in PDCA.

6 Using the 14 Techniques.

7 PDCA Reviews - Racetrack.

8 Using PDCA Workbook.

9 Summary

PLAN

DOCHECK

ACT INVEST IGAT E








COUNTE RM E AS URE

TRAINING

COM M UNICATION








PDCA was created by W Edwards Deming in the 1950’s as an easy to follow Problem Solving Cycle.

Deming was tasked with helping Japan rebuild its economy in the 1950’s.

His purpose was to use PDCA with a Continuous Improvement process to help rebuild Japanese industries so that they could compete in the world market in the future.

PLAN

DOCHECK

ACT INVEST IGAT E








COUNTE RM E AS URE

TRAINING

COM M UNICATION








PLAN

DOCHECK

ACT

Custom erSatisfaction

PLAN

DOCHECK

ACT INVEST IGAT E








COUNTE RM E AS URE

TRAINING

COM M UNICATION








Key Steps:-Key Steps:-

Diagnostic - Review Current Practice.Diagnostic - Review Current Practice.

Define the Problem - Who,What,Where and When .Write Team Mission statement.

Brainstorm potential causes of problem using simple Brainstorming or a Cause & Effect Diagram.

Identify & agree potential Root Causes prioritising using Paired Comparisons or by Consensus Rankings and asking the 5 WHY’s

Set up methods to capture ‘REAL’ data.

Implement ‘QUICK FIXES’ to protect the customer

Make Process Flow Diagram

Analyse ‘REAL DATA’ & show graphically.

Benchmarking - Compare Best Practices

Brainstorm where else may they have this problem, find out what they do to resolve it.

PLAN

DOCHECK

ACT I N VES T I GA T E

DET ERM I N E N EEDS

DI A GN O S T I C: REVI EW CU RREN T

PRA CT I CES .

BEN CH M A RKI N G: S U M M A RI S E A N D

CO M PA RE BES TPRA CT I CES .

EN LI GH T EN &I M PLEM EN T

DEFI N ERES PO N S I BI LI T I ES :

W H Y, W H A T & H O W

RECO GN I T I O N . RECO GN I S E T H E CO N T RI BU T I O N O F O T H ERS .

EVA LU A T E & VA LI DA T E

PILOT T RAININGPROGRAM

FEEDBACK

CO RRECT &S T A N DA RDI S E

REVI EW F EEDBA CK &M A KE CO RRECT I O N S

S T A N DA RDI S E DO ,CH ECK, A CT

Purpose:- To INVESTIGATE the current situation & understand fully the nature of the problem being solved.

Key Steps :-Key Steps :-

EnlightenEnlighten

Brainstorm solutions.

Rank solutions to identify best impact.

Carry out Failure Prevention Analysis.

Carry out Solution Effect Analysis.

Create Project Plan to implement solutions.

Put measures of performance in place using Control Charts or Check Sheets.

Implement

Carry out Project Plan.

Educate, train & communicate

PLAN

DOCHECK




PRA CT I CES .









FEEDBACK




Purpose:- To Enlighten the Team as to the Real Problem by analysing the Data and defining and implementing a solution plan.

Key Steps :-Key Steps :-

EvaluateEvaluate

Collect data to monitor performance improvements.

Involve & train those affected by solution plan.

Communicate & feedback.

Validate

Resolve any issues by finding Countermeasures to ensure solution plan continues.

PLAN

DO

CHECK




PRA CT I CES .







EVA LU A T E &VA LI DA T E


FEEDBACK




Purpose:- To monitor effect of implementation of project plan & find Countermeasures to further improve the solution.

Key Actions :-Key Actions :-

Correct & StandardiseCorrect & Standardise

Decide if solution is effective & either integrate into normal working practice or abandon. If plan is abandoned, ask what has been learned by the process and, restart the project.

Determine new target & start PDCA cycle again.

PLAN

DOCHECK




PRA CT I CES .









FEEDBACK




Purpose:- To Review Continuously the Performance Measure & make adjustments as required. Integrate new situation into Normal Working Practice. Start PDCA Cycle again.

PLAN

DOCHECK

ACT

CustomerSatisfaction

Checklist of PDCA Approach:Have you got:

a Sponsor - ( Person who instigates the Problem Solving Session )

b Team Leader.

c Facilitator

d Team Members

Problem Solving Process:

P 1 Define Problem & Objective ( & Do Quick Fix )

P 2 Identify Likely Causes

P 3 Identify Major & Root Causes

P 4 Develop Solutions / Agree Action Plans

D 5 Implement action Plan

C 6 Determine Effectiveness of plan

A 7 Standardise Results / Implement in all relevant areas.

PLAN

DOCHECK

ACT INVEST IGAT E








COUNTE RM E AS URE

TRAINING

COM M UNICATION








Techniques to use with PDCA - Selection Chart

T echnique P ACD

1 BRAI N ST O RM I N G 2 CAU SE & EFFECT 3 CH ECK SH EET S 4 PARET O AN ALY SI S 5 CO N CEN T R AT I O N D I AGR AM S 6 PR O CESS FLO W CH AR T S.

8 5 W H Y 'S & 5W 1H 9 PAI RED CO M PAR I SO N S 10 I M PACT D I AGRAM S

14 FAILURE PREVENTION ANALYSIS 13 SCH EDULE or PR O J ECT PLAN 12 SO LUT I O N EFFECT D I AGR AM 11 FO RCE F I ELD AN ALY SI S

7 PER FO R M AN CE M EASU R I N G

PLA N

DOCH ECK

A CT


What is this ?What is this ? It is the first step in the PDCA problem solving cycle.

Why do it ?Why do it ? To ensure that the whole Team is clear about what their Goal is.

When do I use it ?When do I use it ? At the first Team meeting.

Who does this ?Who does this ?. The Team.

How de we do it ?

By considering each of the following aspects of the issue being addressed.

Who is the problem experienced by ( Stakeholder )?

What is the problem ?

Where is the problem ?

When is the problem experienced ?

Use these statements as a “Sanity Check” to refer back to

at later stages of the project to check if on track.

PLA N

DOCH ECK

A CT


Defining the Problem in

SMART form.

WriteWrite a statement using the following SMART rules.

SpecificMeasurableAchievableRealisticTime based

Examples

To reduce “Annual Lost working Days due to Back related Problems” in the “Stores Department” by 50% in 6 months.

To reduce “Risk of causing Back Related Injuries” in the Packing Department by 30% in 5 days.

PLA N

DOCH ECK

A CT


Writing a Team Mission Statement in

SMART form.

PLA N

DOCH ECK

A CT


The Quick Fix

What is this ?What is this ? - This is a way of protecting the Customer from the Effect of the Problem being investigated.

Why do it ? Why do it ? - - Because the Cause of the problem may Because the Cause of the problem may take some time to resolve.take some time to resolve. ( It stops the patient bleeding to death.)

When do I use it ?When do I use it ? - Immediately the problem is identified.

Who does this ?Who does this ?. - The Team

How do we do this ?How do we do this ?

Typical Quick Fixes may include for example:-Typical Quick Fixes may include for example:-

Several Lifts where one is the normalAdditional but time-consuming lifting gear100 % Manual Inspection of product on line by operatorAudit Inspection after final Operation.Multi Pass Operations.Pre Process Manual Inspection.

They are usually, but not always, Time Consuming and Expensive.

If , for example, the problem was a “ leaking roof due to a cracked tile “The quick fix could beTo put a bucket under the leak.The final solution could beReplace the Tile, Check condition of other tiles annually.

W hat is it ? - I t is a met hod of gener at ing I deas or suggest ions ver yquick ly and cr eat ively.

W hy do it ? - S o ever y member of t he T eam cont r ibut es.

W her e is it used ? - M ost of t en in t he T eam r oom, and ot her wise anywher e t hatt her e is a T eam and a F lipchar t .

W hen is it used. ? - U sually when t he pr ob lem being solved is ident ifi ed anddefi ned.

W ho uses it ? - Can involve anyone.

H ow is B r ainst or ming D one ? -

S T E P 1

F ind a quiet r oom wit h a F lip Char t and have Pens , Post I t s, D r ywipe M ar ker s,B lue T ac availab le.

D ecide who will act as t he T eam S cr ibe. W r it e down t he Pr ob lem or S it uat ion being S t ud ied or I nvest igat ed at t he T O P

of a F lip Char t .

S T E P 2

Give all t he T eam M ember s a f ew Post I t s. T hen ind ividually f or 5 minut es wr it e down on t he Post I t s ( 1 idea per sheet )

any ideas or suggest ions. W hen ideas have dr ied up, S t ick all t he ideas ont o a F lip Char t and Gr oup any

similar ideas. T hen f or up t o 10 minut es , wor k ing ar ound t he r oom , add any f ur t her ideas

t hat may have been missed.

S T EP 3

A s a T eam d iscuss each idea and dec ide if t hey ar e T otally, Part ially orN ot in t he Cont r ol of t he T eam. S epar at e out t he "T otally" ideas. Pr ior it ise t hem using " I mpact Diagrams" or "Paired Comparisons".

S T EP 4

T he T eam must dec ide if t her e is a need t o involve someone else, in t heT eam, t o r esolve t he Part ially or N ot in Control it ems.

PLA N

DOCH ECK

A CT


Technique 1 - BRAINSTORMING

Over Size Bore

MEN Machines

Materials Methods

Machine not Capable

No Post bore Gauge

Machine Gauging Faulty

Wrong G rade G rinding Wheel

Coolant M ix Wrong

Operator not T rained

Wrong Master Issued.

W hat is it ? - I t is a met hod of Brainstorming Causes of a pr ob lem or s it uat ion.

W hy do it ? - T o help t he T eam can f ocus on spec ifi c t hemes and gr oups of causes .

W here is it used ? - I n t he t eam r oom or at place of wor k

W hen do we use it ? - W hen a pr ob lem or eff ect is defi ned and possib le causes ar eneeded.

W ho uses it ? - E ver yone.

H ow do we use them ? -

S tep 1 - O n a lar ge boar d or fl ip char t . Const r uct t he d iagr am below.

S tep 2 - A S cr ibe W ill t ake PO S S I BLE CA US ES f r om r ound t he t ab le in T ur n unt ilD r ied up. A s per ex ample below.

S tep 3 - Prior it ise and S elect t hose t o be invest igat ed , by allocat ing VO T ES t o eachT eam member who add t heir choices t o t he D iagr am . A s per D iagr am Below.

W rite the Effect inhere.

MAN MACHINE

MATERIAL METHOD

Materials

Over Size Bore

MEN Machines

Methods

Machine not Capable

No Post bore Gauge

Machine Gauging Faulty

Wrong G rade G rinding Wheel

Coolant M ix Wrong

Operator not T rained

Wrong Master Issued.

5

3

1

2

8

PLA N

DOCH ECK

A CT

CustomerSatisfaction Technique 2 - CAUSE & EFFECT

W hat are they ? - T hey ar e a met hod of r ecor dingf actual data over a per iod of t ime.

W hy do it ? - S o you will be ab le t o confi r m t he Causesof t he pr ob lem.

W here is it used ? - A t t he place wher e t he invest igat ionis t aking place.

W hen is it used ? - A f t er t he init ial b r ainst or ming,when r eal dat a is r equir ed t o confi r m init ial ideas.

W ho uses it ? - T he t eam should nominat e and t r ainvolunt eer s t o fi ll t he sheet in.

H ow is it used ? - D esign a sheet s imilar t o t he one below, decide on dat a t obe collect ed and when. T r ain t he per son who will collectt he dat a.

PLA N

DOCH ECK

A CT


Technique 3 - CHECKSHEETS

Week Week Week Week Cumulative

Cause 1 2 3 4 Total Total

Weights too Heavy 53 43 42 61 199 199

Reach too f ar 24 29 27 27 107 306

I ncorrect Posture 5 28 13 30 76 382

Previous I njury 24 20 2 29 75 457

Frequency of Lif ts 8 31 15 11 65 522

Cold Workplace 21 9 7 16 53 575

Wrong Footwear 22 4 10 6 42 617

Accidental Twists 1 12 26 3 42 659

Total 158 176 142 183 659

W hat is it ? - A met hod of showing a t ab le of dat a ingr aphical f or mat t o aid under st anding.

W hy do it ? - T he visual impact is gr eat er t han a t ab le ofnumber s. Can be fi lled in r eal t ime.

W her e is it used ? - O n not ice boar ds, in depar t ment s atplace of wor k.

W hen is it used ? - A f t er you have collect ed r eal dat a inchecksheet f or m.

W ho uses it ? - A nyone.

H ow do we use it ? -( U sing dat a in t echnique 3 . )

Week Week Week Week Cumulative Cumulative

Reject 1 2 3 4 Total Total % %

Weights too Heavy 53 43 42 61 199 199 30.19727 30.1972686

Reach Too f ar 24 29 27 27 107 306 16.23672 46.4339909

I ncorrect Posture 5 28 13 30 76 382 11.53263 57.9666161

Previous I njuries 24 20 2 29 75 457 11.38088 69.3474962

Frequency of Lif ts 8 31 15 11 65 522 9.863429 79.2109256

Cold Workplace 21 9 7 16 53 575 8.042489 87.2534143

Wrong Footwear 22 4 10 6 42 617 6.373293 93.6267071

Accidental Twists 1 12 26 3 42 659 6.373293 100

Total 158 176 142 183 659

0102030405060708090

100

PLA N

DOCH ECK

A CT


Technique 4 - PARETO ANALYSIS

Simply make a mar k ever yt ime ther e is an occu r ence of apr oblem in that locat ion .T he r esu lt ing visual impact is easy to see

What is it ? - a simple visual aid to collect data abou t anar ea or idea you ar e invest igat ing.

Why use it ? - I t is easy to use and t r ain

Wher e is it u sed? - at the place of invest igat ion

when is it u sed? - When the team wants to know the whatthe r eal situat ion is, or to confi r m a hunch abou t theinvest igat ion .

Who uses it? - Anyone

How do we use it? -

1 ) M ake a sketch of the item or ar ea you ar einvest igat ing.

PLA N

DOCH ECK

A CT


Technique 5 - CONCENTRATION DIAGRAMS

W hat is it ? - I t is a visual d iagr am of how t he pr ocessbeing invest igat ed oper at es.

W hy do it ? - T o c lar if y and under st and how a pr ocesswor ks and t o invest igat e if t her e ar e any holes in it

W her e is it used ? - I t can be used at any st age by t het eam t o under st and a s it uat ion.

W hen is it used ? - M ost ly dur ing t he planning phase andoccasionally in t he do act phase.

W ho uses it ? - T he t eam invest igat ing t he pr ob lem

H ow do we use it ? -T he ex ample below shows PD CA in a F low Char t f or m.

PLA N

DOCH ECK

A CT


Technique 6 - PROCESS FLOW CHARTS.

DEFI N E thePRO BLEM

W r it e a S MA RTdefi nit ion

Br ainstor m PossibleCauses.

U sing T echnique 2Cause & Eff ect

P R IO R IT IS EP o s s ib le C a u s e s

G ive e ac h T e amM e m b e r 5 vo te s e ac h

C ollec t D a t a a tS our c e

U s e T e c hniq ue 3C H E C KS H E E T S

DECIDE on aQ UICK F IX to

p rotect th eCu stom er.

A N A L Y S E D A T A &BR A I N S T O R M possib le

S O L U T I O N S .

Using Technique 1 -BRAINSTORMING

PrioritiseSolu tion s u sin g

I mpact Diagrams

Ver if y t he Eff ect ofI mplement ing each

S olut ion usingSolution Effect, Force

FieldAnalysis and FailurePrevention.

M ake anI mplement a t ionS c hedule us ing

T e c hniq ue 1 3 - P ro je c tP lanning

Set up Measures t oMonit or t he Eff ect .Use Checksheet s,

Paret os, Cont rol Char t s.

IM P L E M E N TP R O J E C T P L A N

RE VI E W E FFE CT onM EASURES - M AKE

COUNTERM EASURES toE N SU RE O BJ E CT I VE

I S A CHI E VE D .

PLA N

DOCH ECK

A CT


Technique 7 - Measuring Performance.

What is it? - It is a way of showing the Results and effects of changes made to a process.

Why use it? - To understand the current performance and to chart improvements and progress towards a target.

Where is it used? - Usually at the place of work or on the process being monitored.

When is it used ? - From the start of a project right , through to the end. Data is usually added every day , week or month.

Who uses it ? - The Team.

How is it used ? -

Potential Causes Observed per Day

0

5000

10000

15000

20000

25000

30000

35000

1994 1995 1996 1997 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

50%

60%

70%

80%

90%

100%

110%

120%

ACTUAL TARGET BUDGETrevised PERCENTAGE

Show the actual “output” achieved

as a column.

Show “Targets” as lines

What are they ? - A ver y sim ple way of fi nding outif the team has r eached the ROOT CAUSE of apr oblem .

Why use them ? - T o confi r m the team per cept ion

Where is it used ? - As par t o f a team pr oblemsolving sessions

When is it used ? - Af ter in it ial br ainstor m ing anddefi n ing a pr oblem .

Who uses them ? - T he team .

How do we use them ? -

a) 5 - Why's b) 5W1H

S im p ly ask the ques tion "W HY" S im p ly ask5 tim es

1 )WHY will T V n ot com e on ? What ?

Because th er e is n o power . Why ?

2 )WHY is ther e no power ? Wher e ?

Because th e fu se has blown . When ?

3 )WHY has th e fu se blown .? Who ?

Because th e fu se am p r at ing is to low. How ?

4 )WHY was th e fu se am p r at in g too low? (When lookingBecause it was in cor r ect ly selected. at a pr oblem to5 ) WHY was it in cor r ect ly selected? clar ifyBecause th e h ou se h o lder was ignor an t

under standing) o f th e need fo r cor r ect select ion .

PLA N

DOCH ECK

A CT


Technique 8 - a) 5 WHY’s b) 5W1H.

W hat are they ? - T hey ar e a met hod of H elping t he t eam pr ior ot ise anumber of pot ent ial causes and solut ions.

W hy use them ? - T o get a t eam concensus.

W here is it used ? - I n t eam meet ings

W hen is it used ? - W hen t he t eam wishes t o know t he pr ior it y of anumber of causes or solut ions bef or e pr oceed ing t o t he nex t st age.

W ho uses it ? - T he T eam.

H ow is it used ? - T he ex ample below show how t he T eams dec ided on apr ef er ed act ion t o impr ove heat t r eat ment r oundness.

No Item Comparison Total

1 1 1 1 1 1 1 5

2 3 4 5 6 7

2 2 2 2 2 2 6

3 4 5 6 7

3 3 3 3 3 1

4 5 6 7

4 4 4 4 0

5 6 7

5 5 5 2

6 7

6 6 4

7

7 3

I ncreased Room Temperature

Propper Training

More Breaks

Reduced Lif ting Weights

Provision of Appropriate

Footwear

Frequent back Health Checks

Reduced Lif ting Reach

No 2 Item is more likely than No1 Item

No 6 Item is more likely

than No3 Item

ADD up all the No 6’s that have been circled and put the number in

this column. And so on...

PLA N

DOCH ECK

A CT


Technique 9 - Paired Comparisons.

What are they? - They are a method by which the Team can identify the priorities of a large list of Ideas/actions or Causes...Why use them? -To get a Team Consensus and get the greatest Impact with least effort.When is it used? - In cases where the is a long list of items.Where is it used? - Team MeetingsHow is it done? -

Step1 Each Team Member should Rank against 2 - Criteria1 The EASE of achieving ( 1 = Very Difficult to 10 = Very Easy ), and2 The IMPACT of the result ( 1 = Very Low to 10 = Very High ) on the problem.

PLA N

DOCH ECK

A CT


Technique 10 - IMPACT DIAGRAMS.

No. Idea , Action or Cause. EASE IMPACT

1 Training 9 62 New Gauge 5 93 New Machine 2 94 Change Coolant Supplier 4 45 Change Coolant Mix 8 46 In Process gauge 5 77 Air Plug on Line 8 98 SOP 9 99 100% checking by hand 8 8

10 Communication 9 6

0123456789

10

0 2 4 6 8 10

IMP

AC

T

EASE

8

10& 1

54

6

23

9

10

These items

should be done first as High Impact / Easy to

do

HIGH

LOW

VERY EASY

VERY DIFFICULT

W hat ar e t hey ? - A met hod of consider ing t he posit ive and negat ive eff ect s of implement ingsolut ion,

W hy use t hem ? - T o evaluat e t he possib ilit ies of addit ional out comes t o t he pr oposedsolut ion.

W her e is it used ? - T eam r oom

W hen is it used ? - W hen t he t eam is d iscussing plans t o implement a solut ion.

W ho uses it ? - T he t eam

H ow is it used ? -

S t ep 1 W r it e at t he t op of a fl ip char t t he solut ion being d iscussed t hen dr aw d iagr am below.

E x ample

Posit iveF or ce

N egat iveF or ce

I mplement 3 - S hif t wor k ing

S killS hor t age

M or e st affcover

I mpr ovedS chedules

M or eCompat ib ilit y

M or eO ut putBet t er

T eams

Reluct ance ofPeople

A ddit ionalCost s

Step 2

T r an sfer on to an alysis sh eet

PLA N

DOCH ECK

A CT


Technique 11 - FORCE FIELD DIAGRAMS.

POSI TI VE FORCES NEGATI VE FORCES

FORCEAbility to

I nfl uenceEff ect Total FORCE

Ability to

I nfl uenceEff ect Total

Better Teams 5 5 25 Reluctance of People 3 5 15

More Output 8 7 56 Skill Shortage 7 6 42

I mproved Schedules 6 6 36 Additional Costs 5 4 20

More Capability 7 7 49 More Staff Cover 4 6 24

KEY

1= LOW to 10 = HIGH

This highest number in the column indicates the HIGHEST benefit

This highest number indicates the worst

Negative aspect that needs a countermeasure.

What is it? - It is a way of Brainstorming the consequences of implementing a solution..Why use it? -The Team should be aware of any side effects that implementing a solution may have.When is it used? - When a solution has been determined , but prior to implementation.Where is it used? - Team MeetingsHow is it done? -

- 1 Construct the Diagram Below

I m plem ent 3 - Sh if tWor king

M O N EY

M ET HO D S M AN PO W ER

M AT ER I ALS

N igh t Sh if t Pay

Add it io n alW ages Adm inCo st

I n cr easedPo wer u se

I n cr eased W ateru se.

Additional Skills

F lexibility

Im proved Manning

Im proved Setting

Im provedMorale

Im proved JITsupply to Custom er

From this diagram, the key actions to ensure success can be identified and any potential “downsides” to the solution can be highlighted.

PLA N

DOCH ECK

A CT


Technique 12 - SOLUTION EFFECT DIAGRAMS

What is it? - A Method of organising and communicating tasks and actions in a sequence that achieves the desired project result.Why use it? -To enable the planning of projects in the most economical way possible.When is it used? - When a solution has been determined , but prior to implementation.Where is it used? - Team MeetingsHow is it done? -

1 Brainstorm all the actions required to implement the project.2 Allocate responsibility for seeing a project through.3 Decide the sequence that the actions must occur in.4 Agree the Implementation dates.

The project can then be arranged in Gannt Chart form as shown below using Microsoft Project.

ID Task Name Duration

1 List all Improvement Teams 3 days

2 List All Facilitatots active/want to be active 3 days

3 List of Sponsors - Leaders / Facilitators 3 days

4 Identify Gaps 3 days

5 Devise Strategy to close gap 5 days

6 Lisk Key Behaviours 1 day

7 Make preparatory list for discussion 1 day

8 Ammend PDCA Guide to include Policy on Improvement Teams5 days

9 SOP for Continuous Improvement 2 days

10 ( Natural Work Teams ) 1 day

11 Establish Team Leaders - competancy to Lead Team 1 day

12 Agree with management Team the Policy and project outcomes1 day

pw

pw

pw

sb,pw,aa

sb

pw

sb

aa

sb

aa

31/08 07/09 14/09 21/09 28/09 05/10 12/10September October

PLA N

DOCH ECK

A CT


Technique 13 - SCHEDULE or PROJECT PLANNING.

What is it? - A technique that allows you to anticipate and counter problems before the implementation of a solution.

Why use it? - To be proactive. Putting countermeasures in place to prevent a project going wrong.

When is it used? - When a solution has been determined , but prior to implementation.

Where is it used? - Team Meetings

How is it done? - 1 Brainstorm what could go wrong.2 Rank the possible failure by designating potential and consequence of going wrong.

Potential Failure Potential ConsequenceOverall Rating

Ranking

A. New Business will not fit the Line 4 5 20 6

B. Late Delivery will mean loss of orders 5 5 25 4

C. The quality Standard is not met. 6 6 36 2

D. The Line is too slow. 3 3 9 7

E. The project is over budget. 7 3 21 5

F. It is too long for the building. 1 8 8 8

G. The machine is not Safe. 4 8 32 3

H. The machine is not CE marked. 9 8 72 1

Score Potential and Consequence on a scale of 1 to 10 and multiply together to give overall Rating

PLA N

DOCH ECK

A CT


Technique 14 - FAILURE PREVENTION ANALYSIS.

PDCA

Technology

pdca problem

pdca cycle

problem objective

pdca pdcawas

pdca workbook

potential causes of

asolution plan

checklist of pdca approach