Professional Documents
Culture Documents
Lead Time
If I had an hour to solve a
problem, I’d spend 55
minutes thinking about the
problem and 5 minutes
thinking about solutions.
- Albert Einstein
1. IDENTIFY THE TEAM
KEY IDEAS FOR TEAM
SUCCESS
▪ Should consist of small group of people (4-10) with knowledge
and expertise in the domain and authority to correct the problem
▪ If dealing with problems encompassing other sections, a cross-
functional team (CFT) is needed
▪ With defined roles and responsibilities:
Champion: Mentor, guide and serves as bridge to upper
management
Leader: day-to-day authority, calls meetings, facilitates the team,
reports to Champion
Record Keeper: Writes and publishes minutes
Participants: Respect all ideas, keep an open mind
2. IDENTIFY AND DEFINE THE PROBLEM
Clearly state the problem the team is to solve. Teams should refer
back
to the problem statement toproblem?
getting off track.
5W 1. WHAT is the
2. WHY is it a problem? Highlight the “pain”
3. WHERE do we observe the problem?
4. WHO is impacted?
5. WHEN did we first observe the problem?
How did we observe the problem From the physical inventory count
EXAMPLES OF PROBLEM
STATEMENTS
Instead of saying,
Inventory variance of 5%
- Peter Drucker
A3 PROBLEM SOLVING
REPORT
▪ A3 Reports are one-page reports used for
documenting the necessary information needed
for progress reporting and decision-making.
▪ The report is broken into different sections,
each
clearly labeled and arranged in a logical flow.
▪ Highly visual – graphics, charts, maps, etc.
▪ Stimulates data-driven decisions
A3 PROBLEM SOLVING
REPORT
A3 PROBLEM SOLVING
REPORT
Team Name: Recommendations:
Team Members
• Team Leader Implementation Plan:
• Members
Problem Statement:
Cost Benefit Analysis:
Root Causes Analysis:
Results:
A3 PROBLEM SOLVING
REPORT
Team Name: Recommendations:
Team Members
• Team Leader Implementation Plan:
• Members
Problem Statement:
Cost Benefit Analysis:
Root Causes Analysis:
Results:
In your predetermined group:
1. Name your team
2. Formulate a good problem statement based
on the pre-assigned problem overview. Use
the 5W2H method.
WORKSHOP 3. Choose a leader to facilitate discussion.
4. Present your problem statement to the rest of
the participants.
5. Teams are given 10 minutes to formulate the
problem statement
GROUPING
Group 1 Group 2 Group 3 Group 4 Group 5
ROOT CAUSE ANALYSIS
BASIC PRINCIPLE
The Symptom
“The Weed”
Above the Surface
(Obvious)
The Underlying
Causes
“The Root”
Below the
Surface
(Not Obvious)
WHAT IS A ROOT
? or contributing factor that, if corrected through
• The causal
CAUSE
process
improvement, would prevent recurrence of the identified problem
• The “true” reason that contributed to the creation of a problem,
defect or nonconformance
* Advertising executive Alex F. Osborn is considered the father of brainstorming. He introduced the idea, and the
basic
rules of the process, in his 1953 book Applied Imagination.
ISHIKAWA DIAGRAM OR FISHBONE DIAGRAM
• First developed by Kaoru Ishikawa in the
1960s
• Identifies and organizes the potential causes
of a problem
• The head represents the problem
• Causes are grouped together into categories
STEPS IN CREATING A FISHBONE DIAGRAM
A
FISHBONE D IAGRAM
This activity will be done individually.
1. Identify a problem within your section/area.
2. Analyze the causes of that problem and classify
them accordingly based on the Fishbone
Diagram format.
WORKSHOP 3. You may choose your own category that is not
a
6M.
4. You are given 10mins to complete the activity.
5-WHY
A simple technique used to analyze any
problem by repeatedly asking the question
“Why”, which leads to the root cause of a
problem.
5-WHY
The 5 Why technique was originally developed by Toyota
founder Sakichi Toyoda and was later used within Toyota
Motor Corp. during the development of the Toyota
Product System (TPS).
Titanic Sank Water Filled Opening in Ship Hit Ship didn’t Speed of
Hull Hull Iceberg turn quickly ship Management
enough
Speed of
ship Management
ROOT CAUSE OF WHY THE TITANIC
SANK Steel plates Strength of Strength of
pulled apart overlapping rivets Design
on hull joints
Speed of
ship
Management
5-WHY EXAMPLE
Problem Statement The lathe machine suddenly stopped while
processing foot gliders in Metal Section
Why did the machine suddenly stopped? The circuit board is overloaded, causing
Why 1: the fuse to blow.
Why was there insufficient lubrication on The oil pump in the machine is not
Why 3: the bearings? circulating sufficient oil.
Why is the pump not circulating sufficient The pump intake is clogged with metal
Why 4: oil? shavings.
Why is the intake clogged with Because there is no filter on the pump.
Why 5: metal shavings?
5-WHY EXAMPLE
Problem Statement There is an inventory variance of 100
meters of electrical cords in Main
Warehouse last June 30
0
400
500
1000
1500
2000
2500
3000
3500
0
MULEH
KC GMBH
KC Portugal
MOVE.ORG
KC Manila
KE-ZU
KC Cebu
Client
Design Diff
Weylandts
Sum of Qty
t
Shenzhen
Thunderbird
Clien
Sen Yuan
%
OVO
ICI Order Qty per
ICI
Adora
May Time
Commulative
JUVA
Salone
Ayala
Tom Dixon
Others
%
0%
100
10%
20%
30%
40%
50%
60%
70%
80%
90%
ICI EXAMPLES – ACTUAL DATA
Cumulative %
Count of CC
2
1
0
2
4
6
8
10
14
muleh
shenzen
kc manila
maytime
Received
cebu landmasters
ellen comedido
jun marie dosdos
real reggie
kc gmbh
Client
meridith lichangco
crimson
ovo
zyrene valencia
No. of Customer Complaints
ricardo barba
luisa lim
juva
eih limited
leo lacbo
%
60
0%
20%
40%
80%
100%
120%
Cumulative %
PARETO CHART OBJECTIVES
• Separate the few major problems from the
many possible problems so you can focus
your improvement efforts.
• Arrange data according to priority or importance.
• Determine which problems are most important
using
data, not perceptions.
• Shows where to focus efforts.
• Allows better use of limited resources.
H OW TO
D O PARETO
A NALYSIS IN M S
EXCEL?
OTHER PROBLEM SOLVING
TOOLS
FLOWCHARTS
▪ Is a type of diagram that represents an
algorithm, workflow or process, showing the
steps as boxes of various kinds, and their
order by connecting them with arrows.
▪ Flowcharts are used in analyzing, designing,
documenting or managing a process or
program in various fields
FLOWCHART SYMBOLS
Process/Activity Directional Flow Connector
Decision Document
Delay
Box
Pre-defined
Process
Multiple
Terminato Documents
r
(Start/End)
This activity will be done individually.
1. Choose a process or activity within your
area/section.
2. Create a flowchart on how this process or
activity is completed.
WORKSHOP 3. Write it down on the paper provided
4. You are given 10mins to complete the
activity.
8D PROBLEM SOLVING
The process for conducting an FMEA is typically developed in thre main phases:
▪ Severity
▪ Occurrence
▪ Detection
FMEA EXAMPLE
ELEMENTS OF AN EFFECTIVE
RCA
ELEMENTS OF AN EFFECTIVE RCA
▪ Be specific
▪ Cost beneficial
▪ Consider only those causes which the Organization has
control
or influence
▪ Follow the evidence
▪ Actions and recommendations should address the identified
causes
In your predetermined
group:
1. Brainstorm on the problem assigned to your team
2. Conduct a Root Cause Analysis to identify the root
cause/s of the problem.
3. The team leader shall facilitate the RCA while the
members will participate.
4. Write down the RCA in the flipcharts provided.
WORKSHOP 5. Present your analysis and be ready for questions.
▪ Workers involved in
understanding the problem.
▪ None of us is as smart as all of us.
▪ There must be mutual TRUST
amongst the team.
We cannot solve our
problems with the same
THINKING WE USED when we
created them.
- Albert Einstein