Toyota Kirloskar Motor Pvt. Ltd. Problem Solving Technique Training

TOYOTA KIRLOSKAR MOTOR PVT. LTD.
WELCOME
to
Problem Solving Technique
Training
HUMAN RESOURCE DIVISION

Learning & Development Department
Bangalore
1
Program Agenda
Introduction
Expectation Sharing
Objectives of the Program
Normalcy & Abnormality
Definition of Problem
Steps of Problem Solving Technique Training
Usage of Basic Tools in PST
PST training Case Studies (Report No.1 & 2)
PST training in Action and Implementation
Program Agenda
Introduction
Expectation Sharing
Trainer-Trainee Introduction
• Name you would like to be called
• How long have you been working ?
• What are your job responsibilities ?
• Most memorable moment
• Your strengths
Program Agenda
Introduction
Expectation Sharing
Program Agenda
Introduction
Expectation Sharing
1. Understand the origin of the Problem Solving

Technique ( PST ) training
2. Deepen understanding of What is the
“Problem”
3. How to Improve my Problem solving Capability
4. Understand how it can be applied in our
workplace
5. Understand the Genchi Genbustu
7
Origin of Problem Solving Technique Training
How PST (problem solving) was generated
1950s: Culture of Problem solving

(especially at production worksite)
1960 : Quality Problems (New Corona)
1960s : Introduction of TQC (Total Quality Control)
Sustainment of PDCA Cycle in all Toyota worksite

8
Program Agenda
Introduction
Expectation Sharing
Management way
Case example 1
Which of these graphs is Normal/Abnormal ?
A B
Abnormal
Normal
“Clear standard” is necessary, not an ambiguous standard

Management way
Case example 2 Standard:
Place 4 inside
What is abnormal in A and B? each dot-line
A No Standard B With Standard
Abnormal!
Immediate
Not able to distinguish
countermeasure for
normalcy / abnormality
abnormality (nonstandard)
Management way
Case example 3
If this
With No Management continues…Abnormal is
misunderstood as Normal!
Standard, then??
Without a standard…Cannot
judge normalcy/ abnormality
Abnormal in truth
Clarify the Standard, Visualize Abnormality and

Restore Normalcy Immediately!
Program Agenda
Introduction
Expectation Sharing
Definition of Problem in Toyota
What does “Problem” mean to

you?
14
Problems are golden eggs for KAIZEN

At Toyota…
•“Problem” is not a negative word.
• Problems are disguised KAIZEN.
• We need to aggressively uncover them
“No one has more trouble than the person who

claims to have no trouble.”
(Having no problems is the biggest problem of all.)
Taiichi Ohno
15
Thinking Way:
Each work should Add value to

the company
JOB = WORK + KAIZEN
16
What does “Problem” mean to Toyota ?
Have strong problem awareness toward

our job
Key points
1) Acquire fundamental knowledge and skills of our job
2) Understand the purpose of our work
3) Think from our customers’ standpoint
4) Be sensitive to the external and internal environmental
changes
5) Always be aware of the competitiveness of our company
…….etc.
17
“Break with the stereotype that “having a

problem is a trouble”
• Toyota does NOT see “having a problem” as a trouble
When team members detect

problems,
Do not blame team members
Appreciate team members
18
Develop problem awareness to recognize
any variation
1. We tend to ignore minor variations thinking…
A minor error like this could happen
This is an allowable error
This happened by chance
2. Consider that any variation is hinting a
problem:
There may be some variation in the workload
of this process
Team member may have a problem
Origin of Problem Solving Technique Training
Shorter Lead
Time
(Level of Result)
With PST
Where is the
Problem ?
P
A D
C
Without PST
20
Time
Program Agenda
Introduction
Expectation Sharing
Problem Solving Technique
Steps
Problem Solving Technique - Steps
Step Description Actions Frequently used tools
1 Clarify the Problem Identify the Problem Stratification, Graph,
Select Theme Pareto chart, Histograms
2 Break Down the Collect facts Graph, Pareto, Control
Problem Determine the issue to be tackled chart, Matrix
3 Set the Target Set the Target with What, When, Line Chart
How much
Reason for the Target
4 Analyze the Root Investigate current status of Fish Bone
Cause Phenomenon through Fish Bone Graph, Pareto, Scatter
List causes using 5 Why diagram, check sheet
Analyze causes
5 Develop, Plan & Develop C/Ms Systematic Diagram
Implement Counter Suggest ideas of C/M
Measure Study C/M feasibility
Check C/M
Implement C/M
Examine C/M
Problem Solving Technique - Steps
Step Description Actions Frequently used tools

6 Monitor the Check result of C/M Graph, Pareto chart,
Results & Check Compare result with Target value Histograms, Control
the Process Grasp the results charts
(tangible & in-tangible)
7 Standardization Standardize Control chart
Set or revise standard
Set & Establish Control methods
Establish Control
Establish control method among
related people
Train persons in-charge
Check the maintenance of the
Controlled situation
Step 1
Clarify the Problem
Problem Solving Technique Steps [PST- Step 1]
1. Clarify the Problem & Theme selection
• Identify problems to be solved, decide and

select one theme to tackle from among many problems.
• Points for finding out problem.

• Overburdening work posture
• Over production
• Always behind operation
• Defects of every day
• Always wrong operation at the same spot
• KPI ………etc.
26
1. Clarify the Problem

Let us discuss about the problems in
each shop based on the KPI
27
a. Grasping of current condition in Own Group / Team
S - Safety Press Shop Accident Trend
5 No. OF ACCIDENTS 5 No. OF ACCIDENTS

TARGET
4 Linear (TARGET) 4 Target not TARGET
achieved
3 3
2
2 2
1 1 1
1 1
1
00 00 00 0
0 0
JAN FEB MAR JAN FEB MAR
28
b. Grasping of current condition in Own Group / Team
Q - Quality Weld Shop Quality Trend
0.03 0.04
DPV
TARGET Target not DPV TARGET
Linear (TARGET)
achieved
0.02 0.02 0.02 0.03
0.02 0.025 0.025
0.02 0.02 0.02
0.012 0.02
0.01 0.02
0.01
0.015 0.01
0 0
OCT NOV DEC OCT NOV DEC
29
c. Grasping of current condition in Own Group / Team
Q - Quality Paint Shop Quality Trend
100 90 100 90 90
90 90 90
90 90
80 80 75
70
70 90 91 70
60
60 92 60
50 50
Target not
40 40 achieved
30 30
20 20
10 10
0 0 DOK %
DOK %
APR MAY
TARGET JUN APR MAY JUN
Linear (TARGET) TARGET
30
d. Grasping of current condition in Own Group / Team
P - Production Assembly Shop Efficiency Trend
94 100 94 94 94
100 94 94 90
90
80
80
94 95 94 70 89
70 85
60 90
60
50
50
40
Target not
40
30 30 achieved
20 20
10 10
0 EFFICIENCY %
0
EFFICIENCY %
APR MAY JUN APR MAY
TARGET JUN
TARGET Linear (TARGET)
31
e. Grasping of current condition in Own Group / Team
C - Cost Ilcd Cost Trend
5 8
Target not 7
4 4 7
4
4
3.6 6 achieved
3.5 6
3.2 5
3 5
4 4
4
2 4
3
2
1
1 No. OF AUDITS
0 Rs./Veh
0 TARGET
APR TARGET
MAY JUN LINE AUDITS SAFETY AUDITS STW. AUDITS
Linear (TARGET)
32
f. Grasping of current condition in Own Group / Team
Audits Safety audit Trend Kaizen Points audit Trend
9 5 No. OF AUDITS
No. OF AUDITS
8 TARGET
TARGET
4 5
7
7 Linear (TARGET)
4
6
6 3
5 3
5 Target
4 4 not
4 achieved
2
3 4
1
2 1
1 0 0 0
0
0 0
LINE AUDITS SAFETY AUDITS STW. AUDITS DANGER DIFFICULT DISTANCE DIRTY
33
Theme Select
KPIthe themes that Trend
are appropriate with Status
ability
5
No. OF ACCIDENTS
4 TARGET
3
Theme 1 S 2
1
1
0
1
1
2
Safety
1
0
JAN FEB MAR
KPI is
not
Problem
0.03
DPV TARGET
achieved
Since SafetyQKPI is not
0.02
0.01
0.02
achieved0.012also “Safety
0.02 0.02
is
another
Theme 2 0.01 0.015
at First” our Theme is 0
“Safety Improvement” two KPIs
are
OCT NOV DEC
5
achieved
4
3.5 4 4 3.6
4 3.2
3
Theme 3 C 2
1
Rs./Veh
0
APR MAY JUN
Theme KPI Trend Status
5
No. OF ACCIDENTS
4 TARGET
3
Theme 1 S 2
1
1
0
1
1
2
All KPIs
1
0
JAN FEB MAR
are not
achieved
Problem
0.04
DPV
0.03 0.025 0.025
Theme 2 Q 0.02
0.01
0.02 0.02
0.02
0.02
Which
one to
0
OCT NOV DEC
select ?
5 5
4 4
4
4
3
Theme 3 C 2 No. OF…
1
0
LINE AUDITS SAFETY AUDITS STW. AUDITS
Since
Themeall KPI
KPI are notTrend
5
achieved, Status
Option-1 → “Safety is at First”
No. OF ACCIDENTS
4 TARGET
3
Option-2 S→ “Quality Must”

2
Theme 1 2
1
1
1
0 1
1 All KPIs
0
are not
Option-3 → If Other KPI is already
JAN FEB MAR
achieved
Problem
0.04
DPV
addressed Q by QCC/TBP (by others)

0.03
0.02
0.025
0.02 0.02
0.025
0.02
Which
Theme 2 0.02
one to
then based on GL advise suitable
0.01
0 select ?
OCT NOV DEC
Theme has to be selected.

5
4
4
5
4
4
3
Theme 3 C 2 No. OF…
1
0
LINE AUDITS SAFETY AUDITS STW. AUDITS
Theme KPI
(2) Select the Trend
themes that are appropriate Status
with ability
5
No. OF ACCIDENTS
4 TARGET
3
Theme
Since all S
1 KPI are achieved,
2 lets discuss with Shift In-
All KPI
charge/ Manager / GL1
0
which
00 KPI0 need0 to 0 be focused are
FEB0
for Improvement
JAN MAR
achieved
Problem
0.03
Future need to
0.02
be considered
0.02 0.02
as a0.02theme.
DPV TARGET
Based
Theme 2 on Q
GL advise
0.01
Theme
0.01 has
0.015
to be selected.
0.012 How to
select
0
OCT NOV DEC Theme ?
5
4
3.5 4 4 3.6
4 3.2
3
Theme 3 C 2
1
Rs./Veh
0
APR MAY JUN
Evaluate themes based on priority and make a decision.
: 3 pts. : 2 pts. : 1 pts.

Necessity
Evaluation items
Overall
Type
Extent of Future Supervisor’s
Sl. Nominated Effect Urgency problem outlook Priority Evaluation
No Themes
Safety
1 Theme 1 Quality
Cost
Safety
2 Theme 2 Quality
Cost
Safety
3 Theme 3 Quality
Cost
Please use this format for

clear visualization
1. Mr. Rao is working in Plant-1, Assembly Final

Line in Team-1 Yellow shift as a Team Leader
2. His basic responsibilities are to achieve
- Smooth Production (94% Efficiency)
- Zero Accidents
- To achieve Quality Targets = 0.01 DPV
- Zero Rejection
3. Line Process Back up incase of emergency
4. Improve team effort through Problem solving
continuously.
He started analyzing all the data for the problem solving in his team.
Example :
Theme : RH Carpet & RH Seat Belt Process Line Call Reduction

Theme : RH Carpet & RH Seat Belt Process Line Call Reduction
Th Evaluation of Current Gap B/w Current
Effect of Problem Trend Urgency / Priority
For Example
m
e Condition
Standard :
Condition & Std.
68
66
64
P R IM E R D R O P
N= 183
67
12
10
11
O F F L IN E D E F E C T
N= 28
10
………..
62
60 8
60 7
ZERO PRIMER DROP
NO. OFDEFECT
58 6
NO. OF DEFECT
56
56
54 4
APPEARANCE NG, MORE 52

2
Reason for Std :

50
D EC FEB . M A R. FLUCTUATI NG DEFECT
REPAI R TI ME, MORE DPV, 0
M O N TH
DEC FEB.
M O N TH
M AR.
TREND I S MORE I N
1 3 DEFECT/ SHIFT LESS DOK, PART REJECTI ON A R E A W IS E P R IM E R D R O P
45
P R IM E R D R O P L IN E W IS E
WHI TE SHI FT
APPEARANCE, QUALITY (I F FALLEN ON PARTS) 2 0 19
18
M A R. N= 67
40
35
N= 183
W H ITE
1 8 16 30
1 6 14
25
NO. OFDEFECT
1 4
NO. OF DEFECT
1 2 20
1 0 Y EL L O W
15
Current Condition : 8
6
4
10
5
2 0
0
DEC FEB. M AR.
A P IL L A R FEN DER Q TR BK DOOR
M O N TH
3 DEFECT/ SHIFT
Evaluation : Evaluation : Evaluation :
35 35
Standard : 30
WINDSHIELD REJECTION
NO=61
30
30
WINDSHIELD REJECTION
NO=61
WHITE
25
1620 RS./ WEEK (3x90x6). 25
20
REJECTION NO
REJECTION NO
20 20
ZERO WIND SHIELD 15

11
15
10 10
REJECTION. 3 RS./VEHICLE 5
5
0
YELLOW NEEDS TO BE REDUCED
Reason for Std : COST/ VEHI CLE I S MORE.
0
DEC MONTH FEB. MAR. DEC
MONTH
FEB. MAR.
AS COST/ VEH. TARGET
2 3180 RS./ WEEK MORE REPAI R TI ME. 25 W/S REJECTION COST
OF GROUP I S
LESS PRODUCTION COST, 20
NO=61 20
I NCREASI NG.
QUALITY & APPEARANCE.
COST/ VEHICLE
15 14
10 8
Current Condition : 5
0
DEC MONTH FEB. MAR.
3 GLASSES/ WEEK/ SHIFT

Evaluation : Evaluation : Evaluation :
Standard :
N O = 8 4 1 2
T E A M - 3
2 8 1 8 2 8 4 6
2 7 4 8
2 8 0 0
NO. OFLINECALL
1 LINE CALL/PROCESS/ 2 3 0 0
HOUR. 8 LINE CALLS/ 1 8 0 0
PROCESS/ SHIFT EXTRA LS LINE TL BUSY I N ATTENDI NG LI NE 1 3 0 0

L IN E C A L L TA RG ET- 9 6 0
EVERY MONTH LI NE
Reason for Std : CALLS/ PROCESS/ CALLS, NO I MPROVEMENT 8 0 0
D EC FEB. M A R.
CALLS ARE MORE.
M O N T H
SHIFT. 114 LINE ACTI VI TI ES, DI STURBANCE NEEDS TO BE REDUCED

5 FOLLOW STANDARDIZED FOR STANDARD WORK & I N- 1 2 0 0
T E A M - 3 P R O C E S S W IS E L IN E C A LLS- M A R
AS I T I S AFFECTI NG
WORK ASSURING BUILT IN CALLS INPLACE OF 1 0 0 0
9 6 4
N O = 2 8 4 6
NO. OFLINECALL
BUI LT QUALI TY. 8 4 7

THE QUALI TY.
QUALITY. 40 LINE CALL/ 8 0 0
6 0 0
TEAM/ SHIFT 4 0 0
3 7 8
3 3 5 3 2 3
Current Condition : 2 0 0
0
RH SEA T BELT R H C A R P ET Q T R T R IM LH EN C O P A LH C A R P ET
19 LINE CALLS/ PROCESS/ P R O C E S S
SHIFT Evaluation : Evaluation : Evaluation :

Step 2
Grasp The Present Situation
2.1 Break Down The Problem
Types
 Collect as much dataof
as Genchi Genbutsu
possible and analyze from
What is Genchi Genbutsu ?
various point of view using graphs etc.
1. Compare
 Closely observe the actual location and the actual
2. Sense
objects [Genchi Genbutsu] ;
3. Reduce
- How Speed
is the work carried out?
4. Enlarge
- What are the contents and phenomena of defects?
- How are the facilities operating?
5. Cut / Disassemble to look inside
 Grasp the “ FACTS “ correctly and find out the actual
6. Observe Lines During Operation Stop
problem to solve.
7. Try Yourself
45
2.1 Break Down The Problem Check Sheet
Flow of data in Day 7 / 10 7 / 11
grasping present Line
Defect Corolla Fortuner Corolla Fortuner
situation Wrong assembly
Omissions of assembly
Missed connection
Scratch
Pareto diagram
Graph
46
~ Based on facts, break down the problem and clarify objectives~
Large / Vague Problem Break down
what? where? when? who?
Problem Problem Problem

Break down
Large problem need to broken down to

Prioritize
Problem small problem
Problem Problem Problem Problem Problem Problem the problem to
Pursue
Confirm facts through

checking the processes
Problem to (GENCHI GENBUTSU)
Tackle
Point of
Occurrence
Step 2. (3) Specify the point of cause by checking the process through
GENCHI GENBUTSU
Problem
Point of to
Tackle
Occurrence
Where does the problem occur?
Check the process

through GENCHI
GENBUTSU
2.1 Break Down The Problem 3. No. of Line calls in Process wise in T3
RH Seat Belt Process-1
No. of Line calls
No. of Line calls
No. of Line calls

1. No. of Line calls in Final Line 2. No. of Line calls Team Wise RH Carpet Process-2
LH Encopa Process-3
N= 11890 N= 3698 N= 2469
QTR Trim Process-4
LH Carpet Process-5
QR Code Seat Belt

Point of Key
N=
964
Pokayoke Occurrence
process Reading
RH Carpet & RH Seat Belt Process Line calls are more

Step 3
Set The Target
3. Set The Target
 The following three items should be agreed when setting a target.
Process:
1. Make a Commitment
2. Set Measurable, Concrete and
Challenging Target
$ What ?
Eg. Scratch on door
$ When ?
Eg. By the end of October
$ How much ?
Eg. Reduce from 5 defects to 2
$ Where?
Eg.
An unachievable target should not be set.
52
III Set The Target
Target Reason Of Target
WHAT
WHEN
FROM HOW MUCH
TO HOW MUCH
53
III Set The Target
Target Reason Of Target

WHAT
To properly carryout TL Daily
RH Carpet & RH Seta Belt
Activities, To Follow STD., Work
process Line call Reduction
& Assure Built IN Quality
WHEN Requires Investigation, C/M,

By Last Week of May Planning, Implementation
FROM HOW MUCH Presently 1811 Calls

1800 Line calls
To run the Line smoothly with

TO HOW MUCH
Less Abnormalities
600 Line Calls
54
Step 4
Root Cause Analysis
4. Root Cause Analysis
Analyse data using Fish Bone Chart &
Find out the Root cause.
1. Before writing the Fish Bone Chart write
the possible causes in a paper (memo) &
classify to which category they belong
(4M_Method) & then do 5 Why Analysis.
2. The Sub-Heading of the Fish Bone Chart
need not be 4M only, they may be every
thing for
example : SFA, Process, Transportation,
After Process
56
Analyse data using Fish Bone Chart &
Find out the Root cause
4. Do Brain storming, analyse various
Parameters, Use as much data as Possible.
Think in a team& Find out the root cause.
5. Use all the logical & Genchi Genbutsu &
many ideas to generate the “root cause”.
6. For every factor or root cause make clear the
reason for the root cause & make a note of it.
57
 To analyze causes is to find out the
relationships between causes and effects.
 The purpose of analyzing causes is to set
up good countermeasures.
Possible Division points for
 Tools used:
root cause analysis are
- Why? Why? Analysis • 4M (Man, Machine, Material,
- Fish Bone Analysis Method) & Environment
• QCD (Quality, Cost, Delivery issues)
Why? Why? Analysis:
• People, Objects, Money, Information
When you repeat Why? Why?
Why? Why? Why?….. Then you • Systems, Management, Training
can find the root causes.
58
4. Root Cause Analysis 4M Analysis
Less height of display hanger NOTE :
H/L touch line side
Encircle the important
Big Parts kept
beside H/L
MACHINE display hanger MAN cause of the
Dif f icult to pick up
sps dolly H/L touch other H/L touch hard problem ( Character )
layout NG Parts in sps dolly material while pickup
f rom sps dolly 5 2
Dif f icult to pickup No maintainence NOTE:
Interf erence HL touching metal Plan 1 Not Thought While Seq
Very less space b/w
Give numbering in the
edge in sps dolly sps dolly edge No Trg Plan Not conf irmating
2 H/L spongy material Lack of order of importance
H/L touch other Awareness No checking sequence of cause.
H/L Layout NG in worn out TM's Not
4 H/L in sps dolly
trained Damage Part Used
sps dolly HL in contact with 1
hard material Hand Touching on
Spongy material not put No Trg Plan
HL glass surf ace Lack of
sps flow rack to synchronised dolly
3 Layout design NG Awareness No
Dif f icult to pick up HL touch metal edge
f rom sps f low rack in process sync dolly Training
TM's Not
No suf f icient TM Tools touching
Less gap b/w sps f low trained
Light not hold to Headlamp
rack & sps dolly HL Touching to sps No conf irmation Dif f icult No Trg Plan H/L f irmly
Flow rack while pickup to check
Damaged H/L Lack of Awareness
Less gap in
asembled
sps f low rack Dif f icult to pick up Head lamp dropped while H/L
3 sps Flow rack design NG
f rom sps f low rack handling scratchs &
graze marks
on corolla
No Std method of
No Regular Working poisture in Head lamp
maintainence encopa area
6
Scratch
Standard not Part overloaded by
No maintainence happened in TM's leaning on H/L
made PLCD TM
plan supplier box 7 in encopa area
Wear out of antiscratch TM Working Dif f icult to pick Supply
material in suplier box Very delicate poisture NG in up f rom sps cycle not
glass surfece Encopa area rack clear
Scratch bef ore
TM Body
part pick up Dif f icult to Obstruction
touching H/L
handle f or pick up
Scratch
f rom Easily get H/L touching to SPS
supplier Scratch damage f lowrack while
happened while pickup
Hand touch glass
in supplier handling No standard Obstruction
No conf irmation method to hold H/L f or pick up
f rom supplier Dif f icult to pick
Touch while up f rom sps No standardised
Standard method to part handling rack method for storing
hold H/L not made Improper
storage in sps
MATERIAL METHOD
Improper supply cycle
59
4. Root Cause Analysis  Mr. Raju Example
MACHINE MAN
Parallel Line OIL FILLING
call in F1 & POKAYOKE
F2 Andon Equipment Work Delay
No SETTING
Equip. Problem PROBLEM
Forget LINE CALL IN
Sch
3
Data not taken
Setting
Problem
e
dul
Maint. NG
No plan
NOT CHECKED IN
FI ANDON
WORKING
PITCH
Impact Problem
No schedule Plan
2 Equip.
Early calle Busy
1 TRG. NOT GIVEN
SKILL LOW
WORK DELAY
QR CODE QR CODE
setting POKAYOKE
POKAYOKE problem
STD. SQE. NOT More Line Call
FOLLOWED WORK DELAY
in RH Seat Belt
Process
WORK RADIATOR
DELAY GRILL NOT
WHILE OT SUPPLIED
ASSY
OPENING NO SCHEDULE
TRIM HARD PLAN
4 RESP. NOT
CLEAR
MATERIAL METHOD
60
4. Root Cause Analysis  Mr. Rao Example

Use Following format to make clear the reason for the root cause
Factor No Reason Root cause
Man 1 TM Skill level is low in RH Seat belt No training provided to TM

process
Machine 2 1. Every Line call of QR Code Pokayoke Equipment setting problem

2. Parallel Line call in F1 & F2 andon
3 board while oil filling process delay Equipment setting problem
Method 4 Work delay during opening trim assy. Opening trim hard
Material 5 Resp. not clear regarding supply of Not planned properly

Innova radiator grill
64
Step 5
Develop Plan & Implement
Countermeasure
5. Develop Plan & Implement Countermeasure
Step 5 consists 2 steps
a. Countermeasure Plan b. Execute Countermeasure
a. Countermeasure Plan
In this step, you set up countermeasures to get
rid of the main causes and to achieve the target
considering what to do and how to do.
 Countermeasures consist of items such as

What, Why, Who, When & How
 Do not to consider impossible Countermeasures.
 You carry out countermeasures accordingly.
66
Make an Activity Plan
1. Activity to be done by involving all the Team members in own
team after discussions between the members.
2. Following points are effective to draw up an activity plan.
Keep updates (point to be
WHAT? WHO? WHEN? WHERE? HOW?
checked) through reporting,
informing, and consulting
No Root cause Countermeasure Resp. MONTH Effectiveness
1W 2W 3W 4W
Approve
Clarify the roles and Clarify the schedule and Clarify the schedule and
responsibilities of people order of actions to order of actions to
and departments involved implement implement 67
Make an Activity Plan Example
No Root cause Countermeasure Resp. WEEK Effectiveness
1W 2W 3W 4W
1 No training Training to Process PPPPP

provided to member & Leave man in
TM RH seat belt process
2 Equipment Modification of QR Code XXXX
setting problem Line call (Pokayoke Line
call at middle of the
prich)
3 Opening trim Seperation of oil filling YYYYY
hard delay call from F1 Andon
board
4 Not planned Providing heating facility ZZZZ
properly to smoothen operation of
trim
5 No training Innova Radiaor grill AAAA
provided to supplty resp. make clear
TM
b. Execute Countermeasure
No Description Before C/M After C/M Effectiveness
 Specify Before & After C/M thoroughly & with simple sketch
 Grasp the Effectiveness
69
5. Develop Plan & Implement Countermeasure Example :
Problem (Failure)
Why ?
Machines over run Limit switch not operated
Why ?
Limit switch was in
coolant condition
Replace the limit switch
(Temporary measure)
Limit switch is
at the outlet of the coolant
Why ? flow (Fact)
Remove limit switch to other

area away from coolant
(Counter measure)
70
Step 6
Monitor The Results & Check The
Process
6. Monitor The Results & Check The Process
1. In this step, you check the results of the countermeasures.
2. The following methods are effective when checking results.
- Check by data
- Observe actual objects
<case>
- Observe actual operation
Number of cases
Jan Feb Mar
72
RH Carpet RH Seat Belt Process
2000
1800
1600
1400
1200
1000
800
600
400
200
0
Mar Apr May
73
Key Learning Points:
1. Evaluate the Results objectively comparing to a standard

(target)
2. If the Target is not met, find its cause and reflect it in

the future.
3. Evaluate both results and processes from following

perspectives
4. Accumulate reasons of success and failure as
“Knowledge and know how”
74
Step 7
Standardization
7. Standardization
1. Revise the Standard Operation
Sheet.
Standard Operation Sheet
2. Train the Members so that all
members can operate according
to the revised standard
operation sheet.
Manual Forms Checklists Flow-chart
<example of standardization >

76
7. Standardization
Step7 Structuralize the It is required to standardize the
successful processes successful process to maintain
( Standardize ) achievements
Standardi -
zation
Standardi -
zation
Achievement
Standardi -
zation
Time Scale 77
7. Standardization Sample of standardization

Items Why What When Where Who How
Air pressure 1 per Specificati Operator Use gauge to
shift on confirm
predetermined
Chip job
removal Chip prevent
equipment from sticking Coolant As above
spray
maintenan
pressure
ce
spray Visual
position Confirmation
Blades Prevent Types of Upon GENBA Operator Blade number

replacemen in- blades replacing visual
t appropriate blades confirmation
procedures use
Drum parts Prevention of Drum parts 1 per GENBA Equipment Measure with
rpm changing axis rotation month s Division rotation speed
manageme rotation speed meter
nt
78
7. Standardization
Manual Forms Checklists Flow-chart

79
PST Case Study
PST Report
A 3 Paper
Problem Solving Technique Report No.1 (Reference)
T r a in e r N a m e & s ig n AM N a m e & s ig n G L N a m e & s ig n T r a in e e N a m e & s ig n G ro u p :
Team :
Step 1 PST REPORT NO 1 TM N O

G ra d e
D a te :
E v a lu a t e d b y C hecked by C hecked by P re p a re d b y B a tch
I THEME SELECTION THEME : II. TARGET SETTING

1. Grasping Present situation
1 Problem identification
Priority
NO Own Team Concerns Type Ranking Theme
( Select
Clarify the problem Step 2

Break down the problem
Very important
2 Problem Evaluation & Theme selection Important Average
Gap
B/W Effect Of
Evaluation Of Current
NO standard Trend Urgency/P rio rity
condition Problem
&
Current
Standard:
Reason for Standard:
Current Condition:
Step 1. Clarify the problem & Theme Selection
StepEvaluation
3. Breakdown
Evaluation the problem Evaluation
Standard:
Step 3. Target setting Trend:
1.6
2 Target Selection
Reason for Standard: Target Reason Of Target
WHAT
Current Condition:
Evaluation Evaluation Evaluation

Step 3
Standard: WHEN
Reason for Standard :

Target Setting
FROM HOW MUCH
Current Condition: TO HOW MUCH
Evaluation Evaluation Evaluation
GL Date : Date :
Comment
GL Comment Sign: AM Comment Sign:
Name: Name:
Problem Solving Technique Report No.2 (Reference)
T r a in e r N a m e & s ig n A M N a m e & s ig n G L N a m e & s ig n T r a in e e N a m e & s ig n G ro u p :
Team :
Step 4 PST REPORT NO 2 TM NO

G ra d e
D a te :
E v a lu a t e d b y C hecked by C hecked by P re p a re d b y B a tch
III ANALISATION & COUNTER MEASURE PLAN 3) Do Brainstorming , Analyze various Parameters, Use as much data as possible, Think in a Team & f ind out the
. Route cause.
4) Use 7 QC Tools to analyze the problem & f ind out the Route cause
1 Fish Bone Chart Analysis & 5 Why analysis

Factor NO Reason Root Cause
Analyze the data using Fish Bone Chart & Find out the Route Cause.
1) Bef ore writing Fish Bone Chart write the possible causes in a Paper ( Memo ) & the classif y to which category
they belong ( 4 M ) & then do 5 Why analysis.
2) The subheadings in Fish Bone Chart need not be 4 M Only, they may be anything Example :
SFA, Process, Transportation, Af ter Process.
Step 4 Root Cause Analysis
Step 5 Developing Counter measures & Implement
Root Cause Analysis
2. Counter measure plan
NO Counter measure Resp Effect
Step 5
Developing Counter measures & Implement
Date : Date :
Sign: AM Comment Sign:

GL Comment
Name: Name:
Problem Solving Technique Final Report (Reference)
Problem Solving Technique Report Format
A3 - Format - Sample
Step 1
Step 2 Step 5
Step 3
Step 7
Step 4
No std format Depends on nature of problems Step 87

6
Thank You
 Collect as much data as possible and analyze from
various point of view using graphs etc.
 Closely observe the actual location and the actual
objects [Genchi Genbutsu] ;
- How is the work carried out?
- What are the contents and phenomena of defects?
- How are the facilities operating?
 Grasp the “ FACTS “ correctly and find out the actual
problem to solve.
93
Theme Select
KPIthe themes that Trend
are appropriate with Status
ability
5
No. OF ACCIDENTS
4 TARGET
3
Theme 1 S 2
1
1
0
1
1
2
Safety
1
0
JAN FEB MAR
KPI is
not
Problem
0.03
DPV TARGET
0.02
0.02 0.02 0.02
achieved
Theme 2 Q 0.01
0.01
0.015
0.012 another
two KPIs
0
OCT NOV DEC are
5
achieved
4
3.5 4 4 3.6
4 3.2
3
Theme 3 C 2
1
Rs./Veh
0
APR MAY JUN

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TOYOTA KIRLOSKAR MOTOR PVT. LTD.

HUMAN RESOURCE DIVISION

• Name you would like to be called

• How long have you been working ?

• What are your job responsibilities ?

• Most memorable moment

1. Understand the origin of the Problem Solving

How PST (problem solving) was generated

1950s: Culture of Problem solving

1960 : Quality Problems (New Corona)

1960s : Introduction of TQC (Total Quality Control)

Sustainment of PDCA Cycle in all Toyota worksite

“Clear standard” is necessary, not an ambiguous standard

A No Standard B With Standard

Clarify the Standard, Visualize Abnormality and

What does “Problem” mean to

Problems are golden eggs for KAIZEN

“No one has more trouble than the person who

Each work should Add value to

JOB = WORK + KAIZEN

Have strong problem awareness toward

“Break with the stereotype that “having a

• Toyota does NOT see “having a problem” as a trouble

When team members detect

Do not blame team members

Appreciate team members

Step Description Actions Frequently used tools

• Identify problems to be solved, decide and

• Points for finding out problem.

1. Clarify the Problem

5 No. OF ACCIDENTS 5 No. OF ACCIDENTS

4 Linear (TARGET) 4 Target not TARGET

Option-2 S→ “Quality Must”

addressed Q by QCC/TBP (by others)

Theme has to be selected.

: 3 pts. : 2 pts. : 1 pts.

Please use this format for

1. Mr. Rao is working in Plant-1, Assembly Final

Theme : RH Carpet & RH Seat Belt Process Line Call Reduction

ZERO PRIMER DROP

APPEARANCE NG, MORE 52

Reason for Std :

ZERO WIND SHIELD 15

3 GLASSES/ WEEK/ SHIFT

HOUR. 8 LINE CALLS/ 1 8 0 0

PROCESS/ SHIFT EXTRA LS LINE TL BUSY I N ATTENDI NG LI NE 1 3 0 0

SHIFT. 114 LINE ACTI VI TI ES, DI STURBANCE NEEDS TO BE REDUCED

BUI LT QUALI TY. 8 4 7

SHIFT Evaluation : Evaluation : Evaluation :

what? where? when? who?

Problem Problem Problem

Large problem need to broken down to

Confirm facts through

Where does the problem occur?

Check the process

No. of Line calls

No. of Line calls

QR Code Seat Belt

RH Carpet & RH Seat Belt Process Line calls are more

III Set The Target

Target Reason Of Target

FROM HOW MUCH