Professional Documents
Culture Documents
Check
Analyze
8. Propose Countermeasures
Do
Analyze the loss and make clear why you chose this loss
Classify and quantify the loss
Make clear what exactly you want to do with that loss, i.e. Improve the packing process task
How exactly do you want to improve?
Improve productivity?
making the improvement, you will not be able to measure the improvement
you are dealing with a breakdown, you need the data of at least three
months. If this breakdown does not happen often, you will need the data
Phenomenon Means:
Observing the facts with our own
5 Why 1 How (5W 1H) Define the problem, use loss data
What:
When:
Who:
Which:
Which trend (pattern) did you see the problem have?
How:
Get to the root cause that makes the problem occur and have a clear picture of what is wrong.
The 5 Why
Root Cause Analysis – 5 Why
Causes to Consider
Equipment Branch
Improper Equipment Ordered
Poorly Designed Equipment
Inadequate Maintenance
Wear & Tear
Abuse or Misuse
Procedural Branch
Lack of Procedures
Inadequate Procedures
Misunderstood Procedures
Failure to Warn or Respond
Note: Large losses often occur because of failure to take timely action
Behavioural Branch
Lack of Knowledge
Lack of Skill
Physically Incapable
Lack of Motivation
Step 7: Perform Cause Analysis – Types of Losses
Sporadic
Chronic
Study and evaluate countermeasures that are permanent and don’t allow the recurrence.
Select the improvement measure considering the following points;
the cost,
Detailed Action Plans for Short Term, Intermediate, and Long Term:
Short Term Action – within one week
What is the period of sustainable results required to achieve verification (Step 10)?
Equipment related
“OPLs”
Labor-related
Use the standards and verify that the results are being sustained.
Create OPLs
Processing Standards *
Maintenance Standards *
Engineering Standards *
* Do not forget to revise all SOPs and Standards to include information from OPL’s
Step 12: Define Future Plan
Ask yourself: