Professional Documents
Culture Documents
Solving
Value Chain Competitiveness (VCC)
Version: 1
December 2019
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Prerequisites
1. Understand the Gate 2. Apply a Gate
Start problem solving Check problem follow-up Check
approach list process list
3. Apply
Gate
structured
Check
list problem solving
End (8D)
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Level
Definition: A problem is anything that deviates
from the ideal situation or standard Standard
Deviation –
size of the
• Three main factors to consider: problem
• The standard Actual
• The deviation away from the standard
• Time elapsed (for history / trend)
Time
• Problem solving is about logically and • Effective problem solving is only finished when we
methodically analysing the process, can:
evidence and behaviours to: • conclusively prove the causes that we have
• protect the customer and downstream identified
areas from further escapes • demonstrate that we have delivered a sustained
• isolate non-compliance fix
• determine the root cause of problems (& • implement the fix in all similar products and
escapes) and fix it permanently processes required
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Knowledge:
• Existing problem solving activities
Commitment:
• Buy-in from the team (including the support team) to establish a problem solving
process, and to support its effective operation
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1. Understand the problem solving BACK Map NEXT
approach
Understand problem solving approaches
• The visual management system should allow
problems to be highlighted and dealt with
immediately, in “real time”
• The responsibilities should be clear and visual
showing when to solve problems, when to
escalate problems and how to respond to
problem escalation
• The environment and leadership support
should enable all employees to have a basic
capability to solve problems using a
structured approach
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1. Understand the problem solving BACK Map NEXT
approach
Understand problem solving approaches
Risk impact of
• There are numerous approaches to Complexity failure
problem solving considering
complexity, time to complete analysis, Six Sigma
projects (belts)
and risk impact of failure
• The majority of problems can be 8D Problem
solved with a simple Solving
Concern/Cause/Countermeasure Visual
(3Cs) process and a structured management
problem solving methodology (eg. 8D 3Cs
process) Intuition /
discussion with
expert
Time to complete
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Gate checklist 1: Understand the problem BACK Map NEXT
solving approach
Team visual management includes problem solving to manage issues
Responsibilities
Escalation
Leadership support
The problem solving approach is understood and chosen techniques selected for application
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The unique identifier gives The problem Concern: The sheet title box
an idea of the volume of keep it simple and use provides
problems raised. The date facts and data. Use Ws traceability to the
shows how long a problem and 1 H where individual and the
has been open. Raiser id - appropriate (what, where, related problem
for further information. who, why, when, how). activity.
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The principles of the 3C sheet are incorporated into the applied follow-up process
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Yes
Process 3 Process 2 Process 1
Yes No No
Point of cause?
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➢ What?
➢ Where?
➢ Who?
➢ Why?
➢ When?
➢ How?
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• Causal factor – removal may reduce the risk of a problematic outcome but won’t remove it with any certainty
• Root cause – removal / countermeasure will prevent a problem occurring
• Addressing a causal factor instead of the root cause does not solve the problem, so we need to determine the problem
root cause through Root Cause Analysis
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Appropriate training of structured problem solving has taken place (incl. the 7 quality tools)
The principles of the 8 Disciplines are incorporated into the applied process
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