cell centric - workshop 9d- problem solving manufacturing business consultancy project global - cell...
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Cell Centric - Workshop 9d- Problem Solving
Manufacturing Business Consultancy Project Global - Cell Centric
Traditional Approach
• Two steps forward, one back– Project based improvement only
Customer FocusCustomer Focus Best PracticeBest Practice TeamworkTeamworkContinuous Imp’tContinuous Imp’t
Pe
rfo
rma
nc
e
Time
ProjectProject
Cell Centric - Workshop 9d- Problem Solving
Manufacturing Business Consultancy Project Global - Cell Centric
Best Practice ManufacturingCustomer FocusCustomer Focus Best PracticeBest Practice TeamworkTeamworkContinuous Imp’tContinuous Imp’t
Pe
rfo
rma
nc
e
Time
ProjectProject
IncrementalIncremental
TaskTask
• The longest journey starts with the first step
Cell Centric - Workshop 9d- Problem Solving
Manufacturing Business Consultancy Project Global - Cell Centric
Approaches to Problem Solving
• Juran 12 Steps• Mechanics of Team Working• Practical Problem Solving• Creative Problem Solving
Cell Centric - Workshop 9d- Problem Solving
Manufacturing Business Consultancy Project Global - Cell Centric
Juran- 4 Stages - 12 Steps
SYMPTOMS
Stage Four
MEASURE AND HOLD GAINS
Stage One
PROBLEM AND TEAM SELECTION
Stage Two
DIAGNOSIS
Stage Three
REMEDY
SOLUTIONS
ROOT CAUSE
QUALITY IMPROVEMENT
Cell Centric - Workshop 9d- Problem Solving
Manufacturing Business Consultancy Project Global - Cell Centric
12 Steps
SYMPTOMS
Stage Four
MEASURE AND HOLD GAINS
Stage Two
DIAGNOSIS
Stage Three
REMEDY
SOLUTIONS
ROOT CAUSE
QUALITY IMPROVEMENT
Stage One
PROBLEM AND TEAM SELECTION
List and PrioritizeProblems
Sources-Focus Groups-Internal Surveys-“Customer” Feedback-Estimates of waste
Priorities based on-Data-Pareto analysis-Policy decisions
1 Define Project and
TeamA “problem” is the starting point.
A “ project “ is the problem scheduled for solution.
The “team” is cross functional.
Team scope must match project scope
2
Cell Centric - Workshop 9d- Problem Solving
Manufacturing Business Consultancy Project Global - Cell Centric
12 Steps
SYMPTOMS
Stage Four
MEASURE AND HOLD GAINS
Stage Three
REMEDY
SOLUTIONS
ROOT CAUSE
QUALITY IMPROVEMENT
Stage One
PROBLEM AND TEAM SELECTION
Stage Two
DIAGNOSIS
Analyze Symptoms
A symptom is the outward evidence of an abnormality
Benefits of symptom analysis
3
Test Theories
“Theory” is an unproven assertation for the existence of the symptom(s)
Data confirms or rules out the theory
Tests can be simple or elaborate
5
Formulate TheoriesOf Cause
Problems sources can be:-
Methods, Machines,People, Materials, Measurements, etc..Think 5M’s 5P’s…
Team members have different view points
4
IdentifyRoot Causes
Pareto Analysis, the 80/20 rule
Cause and Effect, a chain of events
Ask Why? 5 times
6
Cell Centric - Workshop 9d- Problem Solving
Manufacturing Business Consultancy Project Global - Cell Centric
12 Steps
SYMPTOMS
Stage Four
MEASURE AND HOLD GAINS
ROOT CAUSE
QUALITY IMPROVEMENT
Stage One
PROBLEM AND TEAM SELECTION
Stage Two
DIAGNOSIS
9
SOLUTIONS
Design Solutions and Control
Solution Selection depends on :- £ Cost £
Time to implementResistance to changeImpact on other processes
Controls must be designed in conjunction with solutions
8
Address Resistance to Change
Process changes have two aspects:-
TechnologicalSocial Consequence
Technically sound solutions will fail if social impact is not addressed
9
Stage Three
REMEDY
Consider Alternative Solutions
“ Solution” is a process change that eliminates, reduces, or neutralizes the causes.
Different team members have different points of view
Creative, fresh, even outrageous proposals are solicited
7
Implement Solutions and Controls
Joint effort of team and operating departments.
Small scale trials, pilot installations etc, provides essential feedback for project success.
10
Cell Centric - Workshop 9d- Problem Solving
Manufacturing Business Consultancy Project Global - Cell Centric
12 Steps
SYMPTOMS
Stage Two
DIAGNOSIS
Stage Three
REMEDY
SOLUTIONS
ROOT CAUSE
QUALITY IMPROVEMENT
Stage One
PROBLEM AND TEAM SELECTION
Stage Four
MEASURE AND HOLD GAINS
Monitor Control System
Establish New Control System.
Reward and recognise team and operating departments
12 Check Performance
Implementation of solutions do not guarantee Improvement.
Data collection and analysis are needed.
11
Cell Centric - Workshop 9d- Problem Solving
Manufacturing Business Consultancy Project Global - Cell Centric
What to Use and When to Use it….
SYMPTOMS
Stage Four
MEASURE AND HOLD GAINS
Stage One
PROBLEM AND TEAM SELECTION
Stage Two
DIAGNOSIS
Stage Three
REMEDY
SOLUTIONS
ROOT CAUSE
QUALITY IMPROVEMENT
Stage 1Ease and EffectDefinitionParetoBelbinMOT (Stage 4)
Stage 2Eye Ball the dataCause and Effect5 WhysLogical Problem Solving7 Tools of QualityTaguchiShanin- Red XForce Field Analysis
Cell Centric - Workshop 9d- Problem Solving
Manufacturing Business Consultancy Project Global - Cell Centric
What to use and When to Use it…...
SYMPTOMS
Stage Four
MEASURE AND HOLD GAINS
Stage One
PROBLEM AND TEAM SELECTION
Stage Two
DIAGNOSIS
Stage Three
REMEDY
SOLUTIONS
ROOT CAUSE
QUALITY IMPROVEMENTStage 4
Control ChartsCheck SheetsForce Field AnalysisMOT & ClosureCelebrate
Stage 3TaguchiInvert the ProblemDe Bono’s Thinking HatsTRIZMetaphoricalKISSEase and Effect
Cell Centric - Workshop 9d- Problem Solving
Manufacturing Business Consultancy Project Global - Cell Centric
Practical Approaches
Cell Centric - Workshop 9d- Problem Solving
Manufacturing Business Consultancy Project Global - Cell Centric
What to Use and When to Use it….
SYMPTOMS
Stage Four
MEASURE AND HOLD GAINS
Stage One
PROBLEM AND TEAM SELECTION
Stage Two
DIAGNOSIS
Stage Three
REMEDY
SOLUTIONS
ROOT CAUSE
QUALITY IMPROVEMENT
Stage 1Ease and EffectDefinitionParetoBelbinMOT (Stage 4)
Cell Centric - Workshop 9d- Problem Solving
Manufacturing Business Consultancy Project Global - Cell Centric
Ease Effect Matrix
Some small wins
Not worth thetrouble
Main Targets
High Risk!
Make them easier
Ease
Effect
Easy
LargeSmall
Difficult
Cell Centric - Workshop 9d- Problem Solving
Manufacturing Business Consultancy Project Global - Cell Centric
Problem Definition
• Something odd happens • Need to identify a root cause • No obvious solution• Gap analysis • How do we get from where we
are to where we want to be
Cell Centric - Workshop 9d- Problem Solving
Manufacturing Business Consultancy Project Global - Cell Centric
Problem Definition
What ? Where ?
To ?
From ? By When ?
Cell Centric - Workshop 9d- Problem Solving
Manufacturing Business Consultancy Project Global - Cell Centric
Belbin Profiles
ImplementerImplementer
Co-ordinator
Co-ordinator
Shaper
Shaper
Plant
Plant
ResourceInvestigator
ResourceInvestigator Monitor
Evaluator
Monitor Evaluator
Team Worker
Team Worker
Completer Finisher
Completer Finisher
Specialist
Specialist
Cell Centric - Workshop 9d- Problem Solving
Manufacturing Business Consultancy Project Global - Cell Centric
What to Use and When to Use it….
SYMPTOMS
Stage Four
MEASURE AND HOLD GAINS
Stage One
PROBLEM AND TEAM SELECTION
Stage Two
DIAGNOSIS
Stage Three
REMEDY
SOLUTIONS
ROOT CAUSE
QUALITY IMPROVEMENT
Stage 2Eye Ball the dataCause and Effect5 WhysLogical Problem Solving7 Tools of QualityTaguchiShanin- Red XForce Field Analysis6 Thinking Hats (Stage 3)
Cell Centric - Workshop 9d- Problem Solving
Manufacturing Business Consultancy Project Global - Cell Centric
Techniques
• Eye Ball the data• Cause & Effect Diagram• 5 Whys ?• Logical problem solving • 7 tools of quality • Taguchi - Design of
Experiments• Force Field Analysis (Cultural)
Cell Centric - Workshop 9d- Problem Solving
Manufacturing Business Consultancy Project Global - Cell Centric
Eyeballing the data
• Typos• Precision ….number of decimal places
– The .0 or .5 trap
• Outliers• Trends• Patterns• Conversion
– e.g imperial to metric
Cell Centric - Workshop 9d- Problem Solving
Manufacturing Business Consultancy Project Global - Cell Centric
Cause And Effect Diagrams
• Otherwise known as
- Cedac
- Fishbone diagram
- Ishikawa diagram
Man Machine
Materials Method
Effect
Cell Centric - Workshop 9d- Problem Solving
Manufacturing Business Consultancy Project Global - Cell Centric
5 Whys ?
Problem Symptom
Why ? Why ? Why ? Why ? Why ?
Cell Centric - Workshop 9d- Problem Solving
Manufacturing Business Consultancy Project Global - Cell Centric
5 Whys ? - Practical Implementation
• Team involvement preferred• Find a wall you can use• Get Post-its at the ready• Keep asking why until the branch ends• Get to another branch• Solve the ends of the branches
Cell Centric - Workshop 9d- Problem Solving
Manufacturing Business Consultancy Project Global - Cell Centric
Logical problem solving
Should - Actual = Deviation
Is Is Not
What ? Is it ? Isn't it ?
Where ? Is it ? Isn't it ?
When ? Does it happen ? Doesn't it happen ?
Who ? Is involved ? Isn't involved ?
Why ? Does it happen ? Doesn't it happen ?
How ? Big is it ? Big could it be ?
Source: Kepner Tragoe - The New Rational Manager
Cell Centric - Workshop 9d- Problem Solving
Manufacturing Business Consultancy Project Global - Cell Centric
7 Tools Of Quality
• Process Flow Charts
• Pareto Analysis
• Cause and effect Diagrams
• Histograms and Concentration diagrams
• Run diagrams and correlation
• Control charts
• Check sheets
Cell Centric - Workshop 9d- Problem Solving
Manufacturing Business Consultancy Project Global - Cell Centric
The mechanics of Team Working
Cell Centric - Workshop 9d- Problem Solving
Manufacturing Business Consultancy Project Global - Cell Centric
Performing
Forming
Norming
Storming
Concern aboutstructure
Conflicts emerge
Team takeinitiative Sense of
belonging
What happens at each stage ?
Clarification of roles
Individuals keen to make impression - establish identity
Team responsibility
Productive
Commitment
Trust
Selection of team and roles
Sharp changes in behaviour
Shared responsibility
Established behaviour
Personal agendas
Concern about leadership
Cell Centric - Workshop 9d- Problem Solving
Manufacturing Business Consultancy Project Global - Cell Centric
Team Organisation
Cell Centric - Workshop 9d- Problem Solving
Manufacturing Business Consultancy Project Global - Cell Centric
Team Working Stages
Self directingKaizenTeams
Level of Continuous Improvement
Pre-teamworking Improvement
Be
nefit
s
SolutionGeneration
KaizenImprovement
Teams
Cell Centric - Workshop 9d- Problem Solving
Manufacturing Business Consultancy Project Global - Cell Centric
Ground Rules
• No idea is a bad idea
• Respect each others views
• Meetings will start and finish on time
• Determine your documentation method and use it
• Park points for future discussion / clarification
• Attendance demonstrates commitments
• Enjoy it and have FUN !
Cell Centric - Workshop 9d- Problem Solving
Manufacturing Business Consultancy Project Global - Cell Centric
What to use and When to Use it…...
SYMPTOMS
Stage Four
MEASURE AND HOLD GAINS
Stage One
PROBLEM AND TEAM SELECTION
Stage Two
DIAGNOSIS
Stage Three
REMEDY
SOLUTIONS
ROOT CAUSE
QUALITY IMPROVEMENT
Stage 4Control ChartsCheck listsForce Field AnalysisMOT & ClosureCelebrate
Cell Centric - Workshop 9d- Problem Solving
Manufacturing Business Consultancy Project Global - Cell Centric
Part Char. to be Subgroup Subgroup Measured Frequency Size Data Collection Plan
X-Bar Chart
R Chart
TotalMean (X)Range (R)
Statistical Process Control
Cell Centric - Workshop 9d- Problem Solving
Manufacturing Business Consultancy Project Global - Cell Centric
Document
Dies, Jigs Fixtures
Measurement,Inspection Tools
Tools
Materials
Production orderStandard Operations Chart displayedEngineering drawingsDie, fixture, j ig checked and workingDie, fixture, j ig cleaned, ready to goBolts, clamps, washers, nuts, studs organisedVerniers in correct placeTapes in correct placeCalipers in correct placeScales in correct placeSpecial inspection j igs in correct placeEverything working, clean and ready to goSpanners in correct placeScrewdrivers in correct placeAll other tools in correct placeEverything working, clean and ready to goGrade correctSize correctQuantity correctIn correct place
Standard External Setup Checklist
Create checklist and standard organisation at machine to ensure externalactivities are complete before stopping machine
Outlocation
Workcentre
Next job
In location
Runnergauges
Access andworking
area
Runnertools
Runnerfixtures
Checklist : Standardise External Activities
Cell Centric - Workshop 9d- Problem Solving
Manufacturing Business Consultancy Project Global - Cell Centric
Mission - Objectives - Tasks
Cell Centric - Workshop 9d- Problem Solving
Manufacturing Business Consultancy Project Global - Cell Centric
Closure
• Formal end of project
• Stop unnecessary expenditure
• Review performance against targets
• Summary Report
– Time vs Cost
• Archive “As built” Documents
• Capture lessons learned
• Reward and recognise those involvedFirm foundation for future development
Cell Centric - Workshop 9d- Problem Solving
Manufacturing Business Consultancy Project Global - Cell Centric
Project Closure Activities
R e-ass ig n p erson n e l C losu re ch eck lis t
F orm a l c losu re n o tice
O rg an isa tion a l
C lose p ro jec t accou n t
F in an c ia l
C o lla te "as b u ilt" in fo rm ation W rite p ro jec t h is to ry
C rea te in d exed file
D ocu m en ta tion
M ateria l D isp osa l
S ite
P ro jec t C losu re