PDCA Problem Solving

 
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July 2015
Review of PDCA

Foundation for development and management of strategy, projects,

and problem solving
Common “Problem Solving” Scenario

● An undesired event happens – a problem

● Who messed up?

● Take action!

● Discuss the “issue”; may just send an e-

mail, may talk to a 3rd party, may or may
not talk to someone directly involved

● Take additional action to “fix” the problem

● Move forward, hoping that it does not

happen again

● Repeat the cycle…

Desired Scenario – “Target Condition”

● An undesired event happens – the problem occurs

● Define the problem

● Investigate the problem, understand the situation,

discuss with person(s) directly involved, gather some
data → “go and see”

● Analyze the problem to determine cause

● Determine corrective and preventative actions that will

solve the problem and prevent it from reoccurring;
implement those countermeasures

● Follow- up to determine effectiveness; standardize when

Problem solving creates a learning organization!
successful
What is a Problem?

A problem is a “gap” – between:

● Current condition – what is actually happening

● Target or ideal condition – what should be happening, what is needed

8 Step Problem Solving Method – Based on PDCA

80% of the time and effort is in understanding the problem, the current
condition, and the causes
Problem Solving – Asking Why

  
Introduction to Kaizen
 
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July 2015
Kaizen – Ongoing Continuous Improvement
Standardization and Kaizen
What is a Kaizen Event?

● A focused, 5-day dedicated event, focused on rapid learning,

analysis, and improvement

● A kaizen event is a vehicle for driving quick hit value by

implementing “do-now” solutions through waste elimination and
rapid problem solving – bias for immediate action

● Great for project launching or accelerating a problem-solving

effort – gets everyone “on the same page”

● Kaizen events combine the power of teamwork and problem

solving to get rid of waste and help us address significant issues

● Kaizen events vs. meetings – discussing and making plans

without acting in NOT a kaizen event
Kaizen Approach

Kaizen Timeline – maximum of 30 days from start of event prep,

through event, to final follow-up.

Pre-Event Prep Kaizen Event Event Follow- up

(3 – 5 days) (5 days) (15 – 20 days)
Typical 5 Day Kaizen Schedule

Day 1 Day 2 Day 3 Day 4 Day 5

Analyze Refine
Current Work Improvements
Process Continue
Improvements Establish
Align on Standard Work
Kick Off
Future State Pilot the Present
Needed Improvements Establish Results and
Training
Follow- up and Celebrate
Gap Analysis Make Sustainment
Current State
Additional Plan
Identify Improvements
Improvements Document
Report Out
Implement
Improvements
Kaizen Events – Commonly Used Methods & Tools

● Value stream mapping (work on large brown paper for all to see and
engage)

● SIPOC

● Affinity diagrams

● Spaghetti diagrams

● Hand-off charts

● Root cause problem-solving: “Five Why’s”, problem solving A3

● Standardized work
General Kaizen Ground Rules

● Be open to change.

● Maintain a positive, can-do attitude.

● Never leave disagreements unspoken.

● We’re not interested in assigning blame - only in creating

solutions!

● Practice mutual respect - treat others as you want to treated.

● One person, one vote - position doesn’t matter.

● The only stupid questions are the ones not asked.

Kaizen Assignments

Teams Kaizen Topic Team Members

BOM Information Impact on Ahmad Abojaradeh, Beverly Contreras,

1 Customs Alexander Speed, Jose Valdez

Alexa Campbell, Arely Delgado, Baixue He,

2 CS - Order Confirmation
Jean Pierre Miralda, Elliott Wiegman

CS/GPD - Document Issue Veronica Gorrin, Anna-Marie Mayfield, Jaclyn

3 Fitzella, Brendan Stephen
to Manufacturing

Madeline Bianchi, Mario Moreno, Holden

4 Manufacturing - Work Flow
O’Brien, Jeimmy Ochoa

Warehouse - Raw Material Yael Rosenblum, Daniel Cardona, Rafael

5 Kanban Villeda, David Goyer, Roberto Guardado,
Marielos Quinonez
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