Problem

Solving

QC Story

Wo n g w i t i t J i t m a n , P h . D .
 Steps of Problem Solving
Important Juran’s DISC K-T Six Sigma Job Safety JUSE
Issue Kepner - Tregoe Analysis
(Komatsu)
Define Problem D: Define the SA: Situation D: Define the 1. Select the 1. Select the
Problem Analysis Problem Problem Problem

M: Measure 2. Understand the 2. Define the

Problem Existing Condition

3. Understand the 3. Set Plan and

Present Situation Target
Analyze the Root I: Identify the PA: Problem Analysis A: Analyze 4. Analyze 4. Analyze the Root
Causes Causes Causes
Create the S: Select the DA: Decision Analysis I: Improve 5. Execute 5. Countermeasure
Countermeasure Options
Setup the New C: Correct PPA: Potential C: Control 6. Check the Result 6. Check the Result
Standard Problem
Analysis 7. Standardization 7. Standardize and
Set the Control
8. Plan for the Plan
Future
Steps of Problem Solving QC Story
7 Steps of QC Story by Dr. H. Kume in Statistical Methods for Quality Improvement

1. Problem

2. Observation

3. Target Setting

4. Analysis

5. Action

6. Checking

7. Standardization

4
Steps of Problem Solving QC Story
7 Steps of QC Story by Dr. H. Kume in Statistical Methods for Quality Improvement

1. Problem

2. Observation

3. Target Setting

4. Analysis

5. Action

6. Checking

7. Standardization

5
Meaning of the problem

The problem is the deviation of actual performance from that should be

(Should Performance)

SHOULD Performance
(To be)
Problem

ACTUAL Performance
(As is)

6
Meaning of the problem

Problem Defining Guidelines

• What is the process? (consider to Job Description)
• What is the result of the process (product)?
• Who is the customer?
• What is customer expectation?
• What are the actual result?
• What is the problem? (consider the deviation)

7
1. Problem

Sales volume
% Waste

(Month) (Month)

Result

Sales volume
Diff. (Problem)
% Waste

Target
Diff. (Problem)

(Month) (Month)

8
1. Problem
Systematic Approach for Finding Root Causes of Problem as QC Story

Simple Problem Need to be Taken Care

Know A B
Corrective Measure

Unknown

C D

Technological
QC Story
Problem

Know Unknown

Cause of the Problem

1. Problem
QC Sophisticated Tools

Level of Problems
Systematic approach is necessary.
QC story

Solve problems by continuously re-

thinking them together
KKD K: Keiken experience
K: Kan intuition
D: Dokyoguts

Solve problems by just pondering a

moment.
Just Do It

10
1. Problem
• Problem Topic
“HOW + WHAT + WHERE / WHEN”

Example: 1. Reduce water loss at cooling tower

2. Reduce catalyst preparation frequency in chemical plant
3. Install a new motor to increase pulping machine capacity

• There are two approaches for selecting problem topics in the

selection process.
 Criteria Evaluation Table
 Cascaded Pareto

11
1. Problem
Problem selection: Criteria Evaluation Table

Criteria
Total
No. Topic Rank
Severity Cost Effect Score

Reduce water loss at cooling

1 3 3 3 9 1
tower

Reduce catalyst preparation

2 1 2 2 5 2
frequency in chemical plant

Increase pulping machine

3 1 1 2 4 3
capacity
Remark: 3 = High
2 = Medium
1 = Low

12
1. Problem
Problem selection assessment (Cascaded Pareto)

Number Measurement Error %Accumulated

55 100
50 90
45 80
40
70
35
60
30
50
25
40
20
30
15
10 20

5 10

0 0
Gel Counter MI Online Swell Ratio Particle Size Others

Number of Measurement Error %Acc.

13
Steps of Problem Solving QC Story
7 Steps of QC Story by Dr. H. Kume in Statistical Methods for Quality Improvement

1. Problem

2. Observation

3. Target Setting

4. Analysis

5. Action

6. Checking

7. Standardization

14
2. Observation
Select the attributes / parameters / properties that reflect to the effectiveness of
the solution then clarify for undesired things in the existing condition.
12

8
7 hood roof trunk 10

8
6
5 x
6
4 x x x
3 x
x 4
2
1 2
0
A B C D E
front fender rear fender 0
1 2 3 4 5 6 7 8 9 10 11 12 13
8
x x UCL
7 x xx
x x 12
6
x x x xxx
CL
5
4
10 LCL
3
Symbol 8
Act
2
1 = Surface
x = paint defect
0
6
A B C D E
string-like
E A defect 4

B
= other 2
D

C 0

Graph and Check Sheet: Histogram and Control Chart:

consider sources of variation Analyze whether the variation is unnatural
or not
2. Observation
• Using a line graph to consider trends over time (time series)
• Using a histogram to consider the data distribution
• Using check sheet with genba, genbutsu, and genjitsu to observe the
variation
• Using stratification graph to compare and consider the difference between
good and bad.

16
2. Observation
Time Order Plot various forms Good
proportion of waste

Target

Chronic
Day
proportion of waste

Target
Too Much
Variation
Day

17
 2. Observation
Time Order Plot various forms
proportion of waste

Sporadic

Target

day

18
 2. Observation
proportion of waste

Target Periodic
proportion of waste

Target Increasing
proportion of waste

Target Shift

19
2. Observation
How about this graph?

% Waste

TARGET

DAY
2. Observation

% Waste
4 PROBLEMS
1. ABNORMAL (SPORADIC)
2. SHIFT PERIODICITY
3 3. DAY TO DAY VARIATION
4. LACK OF CAPABILITY

4
TARGET

DAY
2. Observation
HISTOGRAM AND SPECIFICATION LIMITS

HISTOGRAM CASE CONSISTS WITH SPECIFICATION

LSL USL LSL USL

a) b)
2. Observation
HISTOGRAM AND SPECIFICATION LIMITS

HISTOGRAM is inconsistent with SPECIFICATION

LSL USL LSL USL

c) d)
2. Observation
Using Check Sheet with observation in real place, real thing and
real condition.
Steps of Problem Solving QC Story
7 Steps of QC Story by Dr. H. Kume in Statistical Methods for Quality Improvement

1. Problem

2. Observation

3. Target Setting

4. Analysis

5. Action

6. Checking

7. Standardization

25
3. Target Setting
Level of Target

 Ideal without any Constraint

 TPM Concept (Zero Loss)
 Theoretical Recommendation
 Policy
Recommend

 Benchmark (Best Record, Other Company, Worldwide)

 Standard
OK

 Rule of Thumb

26
Steps of Problem Solving QC Story
7 Steps of QC Story by Dr. H. Kume in Statistical Methods for Quality Improvement

1. Problem

2. Observation

3. Target Setting

4. Analysis

5. Action

6. Checking

7. Standardization

27
4. Analysis

• Ask the question “Why…”

that phenomenon occurs

• May use Cause-Effect Diagram or Why-Why Analysis to

consider the relation between causes and effect

• Confirm Hypotheses
with fact and evidence

28
4. Analysis
Confirmation of Hypothesis
• All Listed Factors in Cause and Effect Diagram (or Why-Why
Analysis) are only Potential Causes.

• Verification is needed

1. Observation

2. Statistic Tool

29
4. Analysis
Hypothesis Testing: Observation

3 Gen Principle
 GENBA (Real Place)
 GENBUTSU (Real Thing)
 GENJITSU (Real Condition)

Plus 2 G Principle
 GENRI (Theory)
 GENSOKU (Work Instruction)
4. Analysis
Hypothesis Testing: Observation – Genbutsu (Real Thing)
Problem: AHU (Air Handling Unit) did not function
Potential Cause: Strainer is plug with slag

Date: 2023 01 01

Inspected by: Mr. A

Founded Condition:
Inlet water strainer filled with
slag and rusty

Conclusion:
Confirm as a problem cause

31
4. Analysis
Hypothesis Testing: Observation – Genba (Real Place) / Genbutsu (Real Condition)
Problem: Pallet transporting wheel don’t move back
Potential Cause: Some plastic bead on the conveyor / Broken wheel bearings

Date: 2023 01 01

Inspected by: Mr. A

Founded Condition:
- Clear all plastic bead
- No broken wheel bearing
- The pallet transport wheel still
not move back

Conclusion:
Confirm as not problem causes
Remove Open Check

32
4. Analysis
Hypothesis Testing: Observation – Genri (Theory)
Problem: Deformed plastic roll
Potential Cause: The tighten force of winding roll (Roll density)

Confirmed as a Cause

33
Steps of Problem Solving QC Story
7 Steps of QC Story by Dr. H. Kume in Statistical Methods for Quality Improvement

1. Problem

2. Observation

3. Target Setting

4. Analysis

5. Action

6. Checking

7. Standardization

34
5. Action

Take action for Eliminate the root cause identified in Step 4 and
eliminate the symptom identified in Step 2.

Note :
- Actions must be based on the principle of cause and effect which relying on the
consensus of everybody and a goal-orientation

- Distinguish between immediate corrective measures and permanent elimination of the

cause of the problem.

- Choose the best corractive action, considering many aspects

35
5. Action
Definition of action
Correction

Corrective Action

Preventive Action

36
5. Action
Definition of actions
Correction
Activities to eliminate the defect or improve the defective product,
eliminate complaint or other unwanted conditions

Corrective Action

Preventive Action

37
5. Action
Definition of actions
Correction
Activities to eliminate the defect or improve the defective product,
eliminate complaint or other unwanted conditions

Corrective Action
Activities to eliminate the causes of defects, defective product and
complaint to prevent recurrence

Preventive Action

38
5. Action
Definition of actions
Correction
Activities to eliminate the defect or improve the defective product,
eliminate complaint or other unwanted conditions

Corrective Action
Activities to eliminate the causes of defects, defective product and
complaint to prevent recurrence

Preventive Action
Activities to eliminate potential / possible causes of defects,
defective product and complaint to prevent possible future
occurrence
39
5. Action
Definition of actions
Correction
Activities undertaken to eliminate or improve defects, complain or
other unwanted conditions

Corrective Action
Activities to eliminate the already established cause off law or other
unwanted conditions to prevent recurrence (Prevent Recurrence)

Preventive Action
Activities to eliminate potential causes of defects, defects or other
unwanted conditions to prevent the occurrence (Prevent Occurrence)

40
5. Action
Check Point of Action

1. Objective and possible action

2. Level of target achievement

3. Negative side effect

4. Long term maintained condition

41
Steps of Problem Solving QC Story
7 Steps of QC Story by Dr. H. Kume in Statistical Methods for Quality Improvement

1. Problem

2. Observation

3. Target Setting

4. Analysis

5. Action

6. Checking

7. Standardization

42
6. Checking

Evaluate the effectiveness of the measures.

1. Show the result in the same way as used in step 2.

2. Check if the results have meet their goals and distinguish the results from
the implementation clearly

3. Check the overall impact and effect of each measure.

4. Identify other efficacy and side effects, both measurable & non-measurable.

5. Check whether the customer satisfaction is achieved.

43
6. Checking
ppm
JUNE 1 - JULY 31
NUMBER OF DEFECTIVE ITEMS 100 %

150
TOTAL EFFECT
80 %

ppm

100 60 % 100 %
100 SEPT. 1 - OCT. 31
80 %

40 %
60 %
EFFECT
50 50
40 % ON THE
20 %
TARGET
20 % TYPE A

A B C D E OTHERS B C A D E OTHERS
Before After
PARETO DIAGRAMS
Comparison before and after improvement
6. Checking
12 12 UCL UC
CL CL
10ppm 10 LCL LCL
Act Ac
8 8

6 6

4 4

2 2

0 0

Control Chart
Comparison before and after improvement
Steps of Problem Solving QC Story
7 Steps of QC Story by Dr. H. Kume in Statistical Methods for Quality Improvement

1. Problem

2. Observation

3. Target Setting

4. Analysis

5. Action

6. Checking

7. Standardization

46
7. Standardization
In order to maintain the level of effectiveness of corrective measures in the
future.

 WI :Work Instruction (use 5W 1H)

 Visual Control

 OPL (One Point Lesson)

47
7. Standardization
Check Sheet (use 5W 1H)
1. Review Work instruction & check sheet

(WHO) Board man

(WHAT) Air supply for cooling film

(WHERE) Regulator at gel counter

(WHEN) Before gel counter start up

Open valve & check actual air

(HOW)
pressure at 0.3 Bars
he e t
he c ks
(WHY) Right condition of air cooling C
pressure to ensure the gel data in
control range
7. Standardization
7. Standardization
Review what has been done and plan for the future

- For this project (e.g. problems and obstacles)

- For future projects (To be continued)

50
Thank You