Professional Documents
Culture Documents
Problem Solving - Root Cause Analysis - NISCO
Problem Solving - Root Cause Analysis - NISCO
Change Actual
Actual
3 4
Change in Standard Day One Deviation
Standard
Change Standard
All
All44styles
styleshave
haveaaproblem
problemororaadeviation
deviationbetween
betweenwhat
whatshould
shouldbe
be
happening
happeningand
andwhat
whatactually
actuallyhappens.
happens.
Copyright © 2009 by W. Paolucci 6
Problem Solving
Process Overview
22
Initiate
Problem
Parts Problem Problem Solving Implement Check Standardize Parts
Produced Discovered Contained C/M C/M C/M Shipped
INADEQUATE
INATTENTIO WARNING
N TO DETAIL SIGNS
(tell to pay (post new signs
attention) & don’t
UNKNOWN
remove old
(spin again, TRAINING
ones)
don’t tell (conduct more
anyone) training)
EQUIPMENT
HUMAN ERROR
FAILURE
(discipline
(fix
employee)
equipment)
BAD
PROCEDURE ASLEEP
(make (wake up and fire
procedure ACT employee)
longer) OF GOD
(pray for a
solution)
Countermeasure
Evaluate
Copyright © 2009 by W. Paolucci Standardize 11
PDCA Problem Solving Cycle
DO Implementation
Action Standardization
• Expose the
Problem
• Analyze the
Problem
• Solve the
Problem
Copyright © 2009 by W. Paolucci 13
Expose The Problem
Identifying the Issue At Hand
• Who • Why
– Who found the problem? – Why is it a problem?
• What • How
– What part has the – How was the problem
problem? found?
– What is wrong with it?
• How Many
• When – How many parts have the
– When was the problem problem?
first found? – How many defects on each
– When has the problem object?
recurred?
• Where
– Where were the problems
first observed?
Copyright © 2009 by W. Paolucci 20
Well Written Problem Statement
Use the Narrowing Process to one specific problem
Only One Object, Only One Defect
End
• Brainstorming
Always
• 5WHYs Simple
Problems
Types of Causes:
– Possible – Found after brainstorming, any and all causes
to be considered.
– Probable – After initial sifting of possible causes
the ones transferred to the analysis chart.
– True – When investigation in to probable
causes proves correct. (1st Why is answered).
– Underlying – Subsequent answers to Why?
Why?
– Root – Last underlying cause that can
be countermeasured.
Problem
Material Machine
Problem
Dirty
Expert
Expert trouble-shooters
trouble-shooters develop
develop the
the
ability
ability to
to know
know what
what information
information is
is missing
missing
when
when solving
solving problems.
problems.
The
The novice
novice takes
takes the
the information
information thatthat is
is
given
given them
them and
and tries
tries to
to solve
solve the
the problem.
problem.
Follow PDCA
Select Quality Tools
Develop a Problem Solving Process
Design Supporting Tools
Educate Everyone
Make it Part of your Daily Routine
DO Implementation
Action Standardization
Brain Storming
Checksheets
Pareto Diagrams
Histogram (and Bar Chart)
Cause & Effect Diagram
Flow Diagrams and Process Maps
Run (Trend) Chart
Control Chart
Bayesian inference
Change Analysis
Promotes
Problem Solving