Title File Version: LEA PPS A3 What the Story Should Look Like Ver2.

SITE PPS LEADER TEAM MEMBERS DATE Signature Approval

Problem Solving A3 - What the Story Should Look Like

Step 1 PROBLEM CLARIFICATION Step 4 TARGET SETTING

1.0 Background 1.1 Gap Analysis - GAP is clearly visualised 1.2 Problem Statement Visualise your Specific Target Impact on the Gap
SMART Target Statement Evolution
Ultimate Goal:
- Background information about the situation Where do you want to be in the future e.g 3-5 yrs ? Still have
Where does this figure come from ? -"By solving the Problem this much
- You and your responsibilities GAP ! to Pursue by this Date, I Gap left
Ideal Situation: will Close the Gap by this Gap DC 2
- The scope of the subject/problem Where should you be ? DC 1
much"
Target will
- Why am I tackling this problem and why is it Clearly State the GAP close the
even if it is shown on Current Situation: Short, simple statement Problem to
important ? Where are you now ? Pursue
Gap by this
the Graph - avoid any
confusion !
much
- Where does the Ideal Situation and Ultimate Always quantify the $, € of the
Goal come from ? Ultimate Ideal Current Problem Statement: Target and potential look across Ideal Current Direct Cause(s) Target
The GAP between the Ideal and Current Situation. benefit if initially small. Time Target
Goal Situation Situation Situation Situation Contribution Impact
- What is the impact to the business? (2020?) (20..) (20..) How much is this worth $, €, ...

Step 5 ROOT CAUSE ANALYSIS

Step 2 CONTAINMENT Ideal Situation

Containment Activity (5W, 2H): Visualise: Is the Containment working ? What actions have you taken What is the impact of Containment on PROBLEM to PURSUE Problem to Pursue Check
during Containment the Gap ? Timeframe Therefore
What: What is the activity ? What caused WHY ?
this ? What was Direct
When: When is the start date and timing ? the reason ? Direct Cause 1 Direct Cause 2
OK Ideal Cause(s)
Show some of the actions that Situation Therefore
Where: Where will the activity be done ? WHY ?
have been taken and what have
you discovered and learnt from Because
Who: Who will be involved (name, title) ?
the Containment activity ? Therefore
What was the - Screen shots WHY ?
Why: What is the purpose of the activity ? reason ?
NOK - Photos
Because
How: How will it be done ?
Therefore
Show when WHY ?
How much: What do you expect to achieve ? Containment started Time
Because 2
- No Blame!
- You can influence it Therefore
Step 3 PROBLEM ANALYSIS & BREAKDOWN WHY ?
- Will change the way we do things Cannot
Because 1 - Will stop the Problem Influence
this
Breakdown the Current Situation or Gap Next level of breakdown, keep going until - It is not re-training.. Therefore
you have broken the problem down WHY ?
Use data and facts to determine:
-What is the problem you are going to tackle ? Root Causes
Use Callouts to 1 2
explain what you -When is it happening ?
concluded from the -How is it happening ?
data. -How much of the gap is it contributing to ? Step 6 DEVELOP & PLAN COUNTERMEASURES

Schedule
Root Cause Countermeasures Countermeasure Evaluation Impact
Breakdown key points: on Gap
Who Month Month Month Month
Root Cause Countermeasure Actions Quality Cost Time Risk Effect O/All Wk
- Pareto 80:20 rule 0
1 0
- Collet data if you don't have it 0
0
- Use the Problem Solving Tools to analyse 2 The
0
The
Consider the best way to visualise/show the the data "Why" The "What" The "Priority" 0 "Contribution" The "Who and When"
data, use the different tools 0
- State what the data is telling you! 3 0
Point of Cause (PoC) - Where is the Problem happening
0
- Summarise the Problem to Pursue 0
Process Steps Point of Cause Point of Cause key points: 4 0
0
- Walk back throught the process steps
Summarise the Problem to Pursue Countermeasure Evaluation Key: 3=Good, 2=So, so, 1=Poor. Highest total is best overall (O/All). Schedule Key: Plan Actual Delay

PoC - Go and see for yourself

- Short simple statement of the Problem Step 7 CHECK RESULTS
- Find where the problem happens - What, Where, When, How, How Much
Result vs your Specific Target Impact on the Gap
- Prove with data Benefit Summary
This much Date
Direct Causes key points: Show the Gap is left
Walk back through the process steps Show when Result vs the Confirmed $
Countermeasures Can we
- Cause/Effect relationship on the implemented
Target Benefit
Establish the Direct Causes - What switches the Problem ON and OFF ? problem remove Result has Projected $
Containment
Did we ?
closed the Benefit
- Use a Fishbone Diagram to help - Prove with Data the Direct Causes - Light switch test ! ON/OFF Gap by (Annualised)
structure Potential Causes meet the
this much Look Across $
State how much of - Prove with data or by experiment Target ? Benefit
the Gap these
Direct Causes Ideal Current Target Result
- They are the first "Why" in Step 5
represent
Step 8 STANDARDISE & SHARE
"Problem to Summarise the Direct Cause(s)
Pursue" STANDARDISE SHARE

- Direct Cause 1
- What did you learn? - How will YOU share the learning points?
- Systematically elimate the - Direct Cause 2 - What are the next steps/actions? - Can we apply the result anywhere else inside your area and outside ?
Potential Causes - Sustainment: Standardise Countermeasures, update Management Routines - To similar Products, Processes, Departments, Plants, Regions, Divisions….
You do not need to show a Fishbone if you How much of the Gap do they - Update EOS process documents, FMEA's, Control Plans, other documents… - How can we leverage the benefit ?
can prove it with data already represent - MUST be actions (what, who, when) - MUST be actions (what, who, when)