PROBLEM SOLVING

P-D-C-A
Problem Solving
Method & Reporting
 COURSE INTRODUCTION

 Provide a (Plan-Do-Check-Action) user friendly problem solving

process to establish a systematic approach of working through
problems.

 Introduce the Problem Solving Process and the Problem Solving

Format.

 Provide practical use of the Problem Solving Process and

preparing Problem Solving Reports.
 COURSE OVERVIEW

PLAN-DO-CHECK-ACTION
PLAN PHASE
 Problem Identification
 Pick up the problem
 Evaluate the problem
 Determine the focus
 Set target/goal
 Cause Analysis
 Identify potential causes(s)
 Identify most probable cause(s)
 Determine root cause(s)
 Formulate Countermeasure(s)
 List, evaluate and select countermeasure(s)
 COURSE OVERVIEW

PLAN-DO-CHECK-ACTION
 THE DO PHASE
 Develop a plan to implement countermeasure(s)
 Communicate the plan (to anyone who may be able to provide additional input or who may be affected by the plan)
 Execute the plan
 THE CHECK PHASE
 Monitor the progress of the implementation plan
 Modify implementation plan if necessary
 Monitor the results
 THE ACTION PHASE
 Evaluate results
AND
 Standardize effective countermeasure(s) to prevent recurrence
OR
 Start the Plan-Do-Check-Action process again to achieve target/goals
OR
 Do both if your results are uneven
 PDCA – PHILOSOPHY
 A problem is defined as:
 The discrepancy between the current situation and
the standard for that situation

 A standard is a specific established “KNOWN”

expectation of what should be for a given situation

 The current situation is the way things are now

 A discrepancy is a measurable or quantifiable

difference between a standard and the current
situation
 Problem Perception

 WITHOUT DATA YOU ARE JUST ANOTHER PERSON

WITH AN OPINION

(You can’t manage what you aren’t measuring.)

 PHILOSOPHY

Your Role In Problem Solving

 When you see or sense a problem you are expected to :
 Identify the problem as precisely as possible…based on fact

 Evaluate the problem by grasping the problem situation

 Initiate problem solving utilizing PDCA without concern about problem

ownership
 Find the root cause(s)

 Consider the impact of responding to problems on other groups and

sections

 Consider problems in larger context, including the goals of your

supervisor, manager and the company
 PHILOSOPHY

Advantages To PDCA
 There are numerous benefits of the PDCA Problem
Solving Process….

 It instills a systematic approach to problem solving

 Provides tools to document and report findings based on fact

 Provides a common language and methodical approach

 PDCA FOUR-PHASE PROBLEM
SOLVING PROCESS
 The PDCA Problem Solving Process involves four phases. These
phases are Plan-Do-Check-Action an are displayed as follows:

Problem Solving Process

ACTION PLAN
I. Evaluate Results
II. Standardize effective I. Identify Problem
Countermeasure(s) II. Analyze Cause
OR III. Formulate
START PDCA again
OR
Do both if Results Uneven

CHECK DO
I. Monitor Progress of I. Develop
Implementation Plan Implementation Plan
II. Modify Plan if Necessary II. Communicate Plan
III. Monitor Results III. Execute Plan
 THE RELATIONSHIP BETWEEN
PROCESS AND REPORT
Theme:

Problem Situation: Countermeasures:

Phase Four Phase One

ACTION PLAN Implementation:
Targets & Goals:

Phase Three Phase Two

CHECK DO
Cause Analysis Follow-up:
PROBLEM SOLVING

PLAN PHASE
Problem Identification
 PLAN-DO-CHECK-ACTION
PLAN PHASE
 Problem Identification
 Pick up the problem
 Evaluate the problem
 Determine the focus
 Set target/goal
 Decide Problem Solving Theme
 Cause Analysis
 Identify potential causes(s)
 Identify most probable cause(s)
 Determine root cause(s)
 Formulate Countermeasure(s)
 List, evaluate and select countermeasure(s)
 PLAN PHASE
Step I – Problem Identification

Task 1 – Pick Up The Problem

 Grasp the facts of the problem situation
 Clarify the Standard
 What’s the Current Situation
 PLAN PHASE
Step I – Problem Identification

Task 2 – Evaluate The Problem

 Compare the relevant facts against the standard or
desired situation
 What’s the Discrepancy
 Difference Between The Current Situation and The Standard

 Describe the characteristics of the problem based on fact

 PLAN PHASE
Step I - Problem Identification

Task 3 - Determine the Focus

 State The Problem

 A useful problem statement indicates:
 The standard – This is the expected known condition
 The current situation – As it relates to the standard
 The discrepancy - The difference between the current situation
and the standard
 The extent of the problem – How long has this been occurring
 The Rationale – Why should this problem be addressed at this
time
 This the the Problem Situation portion of the Report
 PLAN PHASE
Step I - Problem Identification

90

80
Monthly
Uptime 70

60

50 Planned
Actual
40 Standard
30

20

10

0
Jan Feb Mar Apr May Jun
 PLAN PHASE
Step 1 – Problem Identification

Task 4 – Set Problem Solving Targets

 Statement of a target
 Do what: (a word action verb, such as, increase,
decrease, reduce or eliminate)
 To what: (what you want in relation to the current
situation/discrepancy)
 How much: (in the same terms of measurement as
the standard)
 By when: (a specific date, month, day and year)
 PLAN PHASE
Step 1 – Problem Identification

Task 5 – Problem Solving Theme

 A Theme is:
 Short statement, not more than one sentence
 Reflects essence or central focus of the problem
 Should attract reader’s attention
 Must be consistent with the target or goal that he
problem solver sets
PROBLEM SOLVING

PLAN PHASE
CAUSE ANALYSIS
 OVERVIEW
PLAN-DO-CHECK-ACTION
PLAN PHASE
 Problem Identification
 Pick up the problem
 Evaluate the problem
 Determine the focus
 Set target/goal
 Decide the theme
 Cause Analysis
 Identify potential causes(s)
 Identify most probable cause(s)
 Determine root cause(s)
 Formulate Countermeasure(s)
 List, evaluate and select countermeasure(s)
PROBLEM SOLVING

Cause & Effect Diagram

Root Cause Analysis Tool
 CAUSE ANALYSIS
Challenge Potential Causes
 Challenge list of potential causes
 facts of the situation
 knowledge and experience
water leak at the lower corner
of the windshield on the
passenger side of 23% of the
cars

Why?

Don’t Know

Ask yourself “What are the potential causes?”

gasket around pinholes sealer applied Frame slightly out

windshield welds on frame unevenly of alignment in area
crimped during in area leaving gaps so gasket doesn’t
seal
 CAUSE ANALYSIS
Challenge Potential Causes
water leak at the lower corner
of the windshield on the
passenger side of 23% of the
cars

Why?

Don’t Know

Ask yourself “What are the potential causes?”

gasket around pinholes sealer applied Frame slightly out

?
windshield
crimped during
welds on frame
in area
?
unevenly
leaving gaps
of alignment in area
so gasket doesn’t
seal

less likely cause less likely cause

 CAUSE ANALYSIS
Challenge Potential Causes
water leak at the lower corner
of the windshield on the
passenger side of 23% of the
cars

Why?

Don’t Know

Ask yourself “What are the potential causes?”

gasket around pinholes sealer applied Frame slightly out

?
windshield
crimped during
welds on frame
in area
?
unevenly
leaving gaps
of alignment in area
so gasket doesn’t
seal

less likely cause most likely cause less likely cause likely cause
 CAUSE ANALYSIS
“WHY” SEQUENCE
Water leak at lower right-hand corner of windshield on 23% of cars this morning

Why: There are pinholes in welds on cars leaving body weld

Why: Robot #3 is burning through the center of welds

Why: Welding temperature of Robot #3 is too hot

Why: Thermostat on Robot #3 malfunctions

Why: Power surges affect Robot #3

Why: No surge protector on Robot #3

ROOT CAUSE – No surge protector on Robot #3

 CAUSE AND EFFECT DIAGRAM

 CAUSE AND EFFECT DIAGRAM

 What is a Cause And Effect Diagram

 Benefits

 Basic Layout of Cause And Effect Diagrams

 CAUSE AND EFFECT DIAGRAM

What Is a Cause and Effect Diagram?

A graphic tool that helps identify, sort

and display possible causes of a
problem or quality characteristic
 CAUSE AND EFFECT DIAGRAM

Basic Layout of Fishbone Diagram

CAUSE A CAUSE C
M
aj
o rB
ra
n ch
Spine
EFFECT

Sub-Branch

CAUSE B CAUSE D
 CAUSE AND EFFECT DIAGRAM

Developing a Fishbone Diagram

Step 1 – Identify and Define the EFFECT

 Decide on the Effect to examine

 Use Operational Definitions
 Phrase the Effect as
 Positive (an objective) or
 Negative (a problem
 CAUSE AND EFFECT DIAGRAM

Developing a Fishbone Diagram

Step 2 – Fill in the EFFECT Box and draw the spine

Poor Gas
Mileage
 CAUSE AND EFFECT DIAGRAM

Developing a Fishbone Diagram

Step 3 – Identify Main Categories or Causes

 Use Categories that make sense

 Common Categories
 3Ms and P – Methods, Materials, Machinery and People
 4 Ps – Policy, Procedure, People, Plant
 Environment – A potentially significant 5th category
 CAUSE AND EFFECT DIAGRAM
Developing a Fishbone Diagram

Step 3 – Identify Main Categories (cont)

METHODS MACHINERY

Poor Gas
Mileage

MAN MATERIALS
 CAUSE AND EFFECT DIAGRAM

Developing a Fishbone Diagram

Step 4 – For each category, identify specific
factors

 Attach as many causes/factors to the branch for

each category
 These causes/factors become “Sub-branches”
 CAUSE AND EFFECT DIAGRAM
Developing a Fishbone Diagram

Step 4 – Identify Specific Factors (cont)

METHODS MACHINERY

Use wrong
gear Tires under
inflated

Drive Carburetor
adjustment
too fast

Poor Gas
Poor Driving Mileage
Wrong
Habits Octane Gas

Poor Improper
Maintenance Lubrication

PEOPLE MATERIALS
 CAUSE AND EFFECT DIAGRAM
Developing a Fishbone Diagram

Step 5 – Identify More Detail – Ask Why

METHODS MACHINERY
No Record of
Fuel Mix tire inflation
Impatient Use wrong too rich
gear Tires under
Mechanic Not Aware of inflated
Always Poor Hearing Poor
Correct Procedure
Late Design
Radio too
Drive loud Carburetor
adjustment Difficult Air
too fast Can’t hear engine Stems
Poor Gas
Poor Driving Mileage
No Wrong
Habits
Octane Gas
Awareness $
No Owners Improper
Poor Manual Lubrication
Training
Poor Don’t Know Not
When in Maintenance Recommendation Wrong Oil Aware
Rome
No Owners
PEOPLE MATERIALS Manual
 CAUSE AND EFFECT DIAGRAM

Developing a Fishbone Diagram

Step 6 – Analyze the diagram
 Cause And Effect identifies “Possible” or “Potential”
causes
 Identify causes that warrant further investigation
 Check the balance of the diagram
 Look for repeating causes
 Look for what you can measure in each cause
 Identify and Circle the causes that you can take action
on
 CAUSE AND EFFECT DIAGRAM
Developing a Fishbone Diagram

Step 6 – Analyze the Diagram

METHODS MACHINERY
No Record of
Fuel Mix tire inflation
Impatient Use wrong too rich
gear Tires under
Mechanic Not Aware of inflated
Always Poor Hearing Poor
Correct Procedure
Late Design
Radio too
Drive loud Carburetor
adjustment Difficult Air
too fast Can’t hear engine Stems
Poor Gas
Poor Driving Mileage
Wrong
Habits No
Octane Gas
Awareness $
No Owners Improper
Poor Manual
Training Lubrication
Poor Don’t Know Not
When in Maintenance Wrong Oil Aware
Recommendation
Cairo

PEOPLE MATERIALS
PROBLEM SOLVING

PLAN PHASE
FORMULATE
COUNTERMEASURES
 PROBLEM SOLVING PROCESS

 Formulated countermeasure(s) represents

the 3rd and final part of the PLAN phase.
 An abbreviated outline will allow you to
see where Formulate Countermeasure(s)
fits in the overall process.
 COURSE OVERVIEW
PLAN-DO-CHECK-ACTION
PLAN PHASE
 Problem Identification
 Pick up the problem
 Evaluate the problem
 Determine the focus
 Set target/goal
 Decide the problem solving theme
 Cause Analysis
 Identify potential causes(s)
 Identify most probable cause(s)
 Determine root cause(s)
 Formulate Countermeasure(s)
 List, evaluate and select countermeasure(s)
 Formulate Countermeasures
Task 1 - Create List Of Possible C/M’s

 In this activity, your first purpose is to

generate as many possible
countermeasure(s) as you can.
 To do this, you will need to perform two
tasks. These tasks include:
 Start the list by brainstorming on your own
 Expand the list by getting input from others
 Task 1 - List Of Possible C/M’s
Brainstorm

 Emphasizing quantity over quality

 Suspending judgment until later
 Letting one idea lead to the next
(sometimes known as piggybacking)
 Recording ideas rapidly for as long as you
can without stopping
Task 2 – Evaluate Possible Countermeasure

 Evaluation of countermeasure(s) includes

two tasks:
 Screen initial list of possible counter- measure(s)
(to narrow list to a manageable number)
 Do a thorough evaluation of the counter-
measure(s) on the narrowed list to project and
compare the possible outcomes of these
countermeasure(s)
 Task 2 – Evaluate Possible C/M’s
Criteria For Evaluating

 The following criteria are used for both

levels of evaluation (screening and
thorough evaluation)
 Effectiveness
 Feasibility
 Impact
 EVALUATION OF
COUNTERMEASURE(S)

Possible Effectiveness Feasibility Impact H-M-L

Countermeasure(s) (H-M-L) (H-M-L) +/-
1

6
 EVALUATION OF
COUNTERMEASURE(S)

 To complete the grid, you use the

following definitions of the High-Medium-
Low scale when evaluating effectiveness:
 High = High likelihood that the counter-measure
will achieve targets/goal
 Medium = Moderate likelihood that the
countermeasure will achieve targets/goal
 Low = Low likelihood that the countermeasure will
achieve target/goal
 TASK 3 - SELECT THE MOST
APPROPRIATE COUNTERMEASURE
 Once you have completed your evaluation,
you are then ready to select a
countermeasure.
 Selecting the best countermeasure is no
easy matter.
 GUIDELINES FOR SELECTING
COUNTERMEASURE(S)

 Keep both a short term and a long term

perspective in mind
 Think both of what is necessary to keep the line
running and what is needed to prevent recurrence
of the problem
 Look for the countermeasure(s) that offer
the best combination of results
PROBLEM SOLVING

THE
DO-CHECK-ACTION PHASES
WHAT YOU WILL LEARN...
 These activities comprise the DO-CHECK-
ACTION Phase of the Problem-Solving
Process
 To implement countermeasure(s)
 To check their effectiveness
 To determine what additional action is appropriate
 Once you have identified your problem,
determined its root causes, and selected a
countermeasure, the rest of the process is a
matter of follow through.
 OBJECTIVES

 Learn to use the tools and techniques to:

 Develop, communicate, and execute a plan to
implement countermeasure(s)
 Monitor the progress of implementation, modify
the plan if necessary, and check the results of
countermeasure(s)
 Evaluate the results to determine what further
actions are needed to prevent recurrence of the
problem or to achieve the problem-solving goal
PROBLEM SOLVING

THE DO PHASE
 THE DO PHASE
 THE DO PHASE
 Develop a plan to implement countermeasure(s)

 Communicate the plan (to anyone who may be able to provide

additional input or who may be affected by the plan)

 Execute the plan

 DO PHASE
Step I – C/M Implementation
In the Problem-Solving Process, effective
implementation cannot be assumed.

 Develop a Plan to implement countermeasure(s)

 Define necessary actions
 List actions required
 Sequence actions required
 Specify who will do what, when, and where
 DO PHASE
Step 2 – Test, Communicate And Execute

 Test plan
 Ask “what if?” to anticipate problems. Critical areas to question
include:
 Tight deadlines
 Costs
 Unclear responsibilities
 Possible adverse reaction
 Commitment by others to follow through
 Modify plan if necessary
 Communicate Plan
 Use Problem Report format
 Discuss with supervisor, peers, and others affected
 Execute Plan
PROBLEM SOLVING

THE CHECK PHASE

 CHECK PHASE
Monitor And Modify Plan

 THE CHECK PHASE

 Monitor the progress of the implementation plan

 Modify implementation plan if necessary

 Monitor the results

 “CHECK” PHASE

 In the PDCA System, we do not simply

implement a countermeasure and walk
away.
 The CHECK Phase provides the means for
checking both the implementation plan
and the results of the countermeasure(s).
 “CHECK” PHASE
 Monitor Progress of Implementation Plan
 Use Progress Management Chart to compare
actual implementation dates to planned dates
 Chart progress in terms of implementation
milestones identified in plan
 Modify Implementation Plan if necessary
 Adapt or modify plan to address changing
conditions or situation
 Report results and changes in the Plan to
appropriate groups, sections, departments,
personnel
 MILESTONES

 Milestones are dates in your plan when

the important, necessary actions are
scheduled to be executed.
 Identify the milestones – critical dates
 This helps determine when to measure results
PROBLEM SOLVING

THE ACTION PHASE

 THE ACTION PHASE

 THE ACTION PHASE

 Evaluate results
AND
 Standardize effective countermeasure(s) to prevent recurrence
OR
 Start the Plan-Do-Check-Action process again to achieve target/goals
OR
 Do both if your results are uneven
QUESTIONS?