IE 3

Documentation and Problem Identification Tools

Methods Study
Department of Industrial Engineering and Operations
Research
University of the Philippines Diliman
Welcome back!
How are you?
I hope you are
doing well.
 Last time, we
learned about…
The History of IE
The IE way
Industrial Organization and
Management
Today, we will discuss
about
Problem Identification,
Problem Solving Tools,
Productivity and
Methods Study!
At the end of this week, you will
be able to:
1. Write a proper problem statement
2. Identify causes of a problem and to develop solutions that
may help solve the problem
3. Explain how a production system/process/machine is efficient
and effective
4. Describe wastes found in a system and give solutions to
reduce/eliminate them
5. Define the goal of a process and apply Value Steam Mapping
to identify if the activity is value adding, non-value adding, or
business non-value adding
Introduction
SCIENTIFIC METHOD SYSTEMS STUDY
FORMULATE
DEFINE PROBLEM
QUESTION
DOCUMENT SYSTEM /
HYPOTHESIS
DATA GATHERING
IDENTIFY ROOT
PREDICTION
CAUSE
GENERATE
TESTING
SOLUTIONS
EVALUATE
ANALYSIS
SOLUTIONS

REPLICATION IMPLEMENT
EXTERNAL REVIEW MONITOR
DATA RECORDING GET FEEDBACK
Today, we will discuss
about
Problem Identification,
Problem Solving Tools,
Productivity and
Methods Study!
Problem Identification
WHAT IS A PROBLEM?

DEVIATION from “SOMETHING that METRICS-based

IDEAL to REAL makes you CRY” SYMPTOMS

5.0 Passed 9
out of 18
units only

PROPER Problem Statement:

I dream of getting high grades of uno’s in all my subjects this semester but in reality I can
only pass 9 out of 18 units, resulting in delayed graduation. Huhuhu.
Problem Identification
WHAT IS A PROBLEM?

DEVIATION from “SOMETHING that METRICS-based

IDEAL to REAL makes you CRY” SYMPTOMS
8 30 
days days Actual Lead time of
30 days

PROPER Problem Statement:

Over the past year, the Pub Request System of our student organization has a lead time of 30 days instead of an ideal 8
days, resulting in low feedback scores due to delays, dissatisfied members and lower engagement from members.
Quiz Break
Item #1:

Think of ANY problem. Write a PROPER problem statement

for it.
Today, we will discuss
about
Problem Identification,
Problem Solving Tools,
Productivity and
Methods Study!
Problem Solving Tools
BRAINSTORMING
floods you with a multitude of ideas often disorganized
Problem Solving Tools
ISHIKAWA DIAGRAM / FISH DIAGRAM
lists the causes as divided into no metrics
Man, Machine, Methods, Material,
Management, Environment

ENVIRONMENT MATERIAL MACHINE

Noisy No more
paper Lack of computers

No
Slow
ballpen
internet
Hot Inefficient
No more Do not know Absent enrolment
slots where to go advisers
next
Do not know
steps
Unmotivated
Ill and slow advisers
MANAGEMENT METHODS MAN Suggest solutions
to each cause.
Problem Solving Tools
WHY-WHY ANALYSIS
simplistically identifies the root tedious
cause
Not-so-good
Late nagising Not good condition of
teaching
(10:30am; Not much mind to discuss things
pangit din WHY? energy
WHY? efficiently and
WHY? performance sa
isang synchronous
tuloy gising) effectively meeting
uminom ng cobra bago mag-online class

WHY?
wag
Late natulog NANOOD NG Natulog nung
WHY? K-DRAMA WHY? Di makatulog WHY? pumikit /
(4:30am) hapon
humiga
WHY?
Uninstall Netflix 
Note: it must be Di ako umalis
May COVID WHY?
very step-by-step Gobyerno WHY? ng bahay
pa rin
(directly answers
each WHY?) mag-rally. joke lang. umalis ng bahay
Quiz Break
Item #2:

Using the same problem in #1, perform a Why-Why Analysis

to identify causes of that problem. Think of at least two simple
solutions that may help solve the problem.
Problem Solving Tools
CHECK SHEET
records the frequency of events requires regular checking of pre-defined
causes
Problem: Late sleeping hours
Reason August Sept Oct Nov Total
Studying III IIII IIII - III IIII - IIII 24
Playing II II I 5
Chatting I III I 5
Org Work III IIII 8
Total 6 7 13 16 42
Problem Solving Tools
PARETO CHART
detects patterns by arranging the
frequency of problems from biggest
to smallest
Example: Reasons for customer complaints
in fastfood restaurant.
causes must be pre-defined and
frequency must be pre-collected
built around the 80-20 rule: law of the vital few
In Italy 1906, 80% of land is owned by 20% of
population
In economics, 80% of the world’s money is
owned by 20% of the world’s population
In time management, 80% of the work is done
by only 20% of the time and vice versa
In sales, 80% of the company’s profits are
usually from 20% of its products
that’s why we just focus on solving these
VITAL FEW
Problem Solving Tools
PROBLEM SOLVING TOOLS
“a problem well-defined is a problem half-solved”

IDEAL

defining a problem well (root cause) allows us

PROBLEM
to determine the IDEAL state that we want
solutions are usually guided and evaluated
according to which most follow the OBJECTIVE

the IDEAL may not be immediately reached but

at least it provides an OBJECTIVE or a direction
for improvement
Activity
• Please see Activity Guidelines in your learning management
system (Canvas, UVLe, etc).
Today, we will discuss
about
Problem Identification,
Problem Solving Tools,
Productivity and
Methods Study!
Productivity
WHAT IS
PRODUCTIVITY?
EFFICIENCY + EFFECTIVENESS
“Doing things right” “Doing the right thing”

“Is this the best way “Are we solving the

to do this thing?” right problem?”
Productivity
HOW DO WE IMPROVE
PRODUCTIVITY?
𝑂𝑈𝑇𝑃𝑈𝑇 How do we
𝑃𝑅𝑂𝐷𝑈𝐶𝑇𝐼𝑉𝐼𝑇𝑌 = increase
𝐼𝑁𝑃𝑈𝑇 productivity?

SCHOOL GROCERY RESTAURANT

𝑠𝑡𝑢𝑑𝑒𝑛𝑡𝑠 𝑡𝑎𝑢𝑔ℎ𝑡 𝑟𝑒𝑣𝑒𝑛𝑢𝑒𝑠 𝑓𝑜𝑜𝑑 𝑠𝑎𝑙𝑒𝑠
𝑡𝑒𝑎𝑐ℎ𝑒𝑟 𝑠𝑞𝑢𝑎𝑟𝑒 𝑚𝑒𝑡𝑒𝑟 𝑖𝑛𝑔𝑟𝑒𝑑𝑖𝑒𝑛𝑡 𝑒𝑥𝑝𝑒𝑛𝑠𝑒𝑠
 Productivity
VERY EASY EXAMPLE
A photocopy stall in Acacia Residence Hall has recorded its sales and
expenses for the past three years. Data (fake) is found below.
LABEL (in pesos): 2011 2012 2013
Output: Sales (revenues) 12,000,000 15,000,000 18,000,000
Input: Labor (salary) 720,000 864,000 864,000
Input: Materials (paper, stapler, etc.) 8,000,000 10,000,000 12,000,000
Input: Machine (maintenance) 500,000 500,000 750,000
Input: Others (rent, electricity, etc.) 540,000 540,000 800,000
PRODUCTIVITY: 1.22951 1.26008 1.24879

“During 2012, they lengthened operating hours. Did productivity improve?”

“During 2013, they bought new machines. Did productivity improve?
Productivity
LESSONS FROM THE VERY EASY
EXAMPLE
Higher output does not always
Usually, productivity is computed in
mean higher productivity. It may
terms of currency because it is the
have been caused by an expensive
most convenient unit of measure.
input.

Productivity is not simply a

There is no absolute productivity. It
measure of profitability. Basically,
is always relative to a certain time,
it’s getting the most of what you
method, department, company, etc.
have.
Quiz Break
Item #3:

Give an example of a productive system/process/machine not

discussed in class. Explain how it is efficient and effective.
Today, we will discuss
about
Problem Identification,
Problem Solving Tools,
Productivity and
Methods Study!
Methods Study
BRANCH OF IE: METHODS ENGINEERING
systematic examination of methods to improve
effective use of resources and to set up standards of
performance

METHODS WORK
STUDY MEASUREMENT
Methods Study
METHODS STUDY
principal technique for reducing the work involved by eliminating
unnecessary movement and substituting good methods for poor
ones

REMOVE WASTE
Methods Study

MUDA = WASTE
(in Japanese)
Methods Study
WHAT IS WASTE?

DOWNTIME
DEFECT
Methods Study
Anything that does not conform is a defect

INPUT PROCESS OUTPUT

Good output as HOW TO REDUCE

products WASTE?
Bad output Find use for defects:
rework/sell
as defects
Reason for defects is
studied and solved
Methods Study
WHAT IS WASTE?

DOWNTIME
OVERPRODUCTION
Methods Study
Doing things faster or more is not always
necessarily better

HOW TO REDUCE
WASTE?
Find use for the
overproduced

Produce only
according to
requirements
Methods Study
WHAT IS WASTE?

DOWNTIME
WAITING
Methods Study
Waiting is a waste of time

The UP
enrolment
process

HOW TO REDUCE
WASTE?
Do other things
while waiting

Improve process
(we will study this
next meeting)
Methods Study
WHAT IS WASTE?

DOWNTIME
NOT UTILIZING
TALENT
Methods Study
The highest level of human thinking is
problem solving
so MAXIMIZE it!!!
HOW TO REDUCE
WASTE?
If it can be done by a
non-human, robotize

Allow the people to be

creative and
innovative; don’t waste
their efforts on menial
jobs
Methods Study
WHAT IS WASTE?

DOWNTIME
TRANSPORTATION
Methods Study
Moving is a waste of time

Imagine if UP Campus has MANUFACTURING CASE:

a proper layout and all
interacting buildings are
adjacent, then there would
be no more need for:

HOW TO REDUCE
WASTE?
Proper layout should
have been planned
To be discussed soon:
Facilities Planning
Methods Study

U-shaped kitchen L-shaped kitchen

Parallel wall kitchen

Methods Study
WHAT IS WASTE?

DOWNTIME
INVENTORY
Methods Study
Having too much WIP is not always good

Raw materials Work-in-progress Equipment

HOW TO REDUCE
WASTE?
Compute just
enough inventory

If you’re interested:
Just-in-time Strategy
Methods Study
WHAT IS WASTE?

DOWNTIME
MOTION
Methods Study
If you just need a finger, don’t use a hand.
If you just need a hand, don’t use a body.
We will study in ERGONOMICS: how
to eliminate unnecessary motion.

HOW TO REDUCE
WASTE?
Make the job simple

Design the job for the

worker
Methods Study
WHAT IS WASTE?

DOWNTIME
EXCESS
PROCESSING
Methods Study
Putting more value in to the product entails cost. If
the additional value is not seen as value by the
customer, then it is treated as a waste.

HOW TO REDUCE
WASTE?
Produce exactly to
specifications
Quiz Break
Item #4:

What do you think is the most painful type of waste? Give an

example of it not discussed in class.
Methods Study
VALUE STREAM MAPPING
a process documentation tool used to break down a process into the
simplest subprocesses while identifying the NON-VALUE ADDING
activities

VALUE ADDING
Activities that change the
product or service towards
the goal or something the
customer wants
NON-VALUE ADDING
Activities that are waste and must be
eliminated
BUSINESS NON-VALUE ADDING
Activities that are waste but cannot
be eliminated due to compliance
Methods Study
VALUE STREAM MAPPING OF THE
CLASSROOM LECTURE PROCESS
NVA NVA BNVA/NVA NVA NVA BNVA/VA

Checking Connecting Discuss Recap

Waiting for Setting Up Opening PPT
of Previous
Teacher Projector Attendance Clicker File Lecture

Announce
Conduct Talk About Call Attention
Discuss Main Reminders
of Noisy End Class
Lecture Quiz/Activity Personal Life
Students for Next
Meeting

VA VA NVA NVA BNVA/VA BNVA

Quiz Break
Item #5:

Think of ANY simple process that has at least seven

subprocesses. Apply Value Stream Mapping on it.

(define the goal and identify if the activity is value adding,

non-value adding, or business non-value adding)
 Today, we have
discussed about
Problem Identification,
Problem Solving Tools,
Productivity and
Methods Study!
Reminders
• Next week, please prepare:
• Any simple timing device (e.g. stopwatch app in cellphone, digital
watch)
• We will use this for our activity