Transcript Supplier Problem Solving.ppt

PROBLEM SOLVING
TRAINING
PROBLEM SOLVING TRAINING
Introduction
This training will provide an overview to a
systematic approach for analyzing problems and
eliminating their causes using the PDCA method:
PLAN-DO-CHECK-ACT
Please switch off cell phones--adequate break times
will allow for time to check in.
Sign attendance sheet and complete evaluation form
during day for handing in at end.
PROBLEM SOLVING TRAINING
Agenda
Change of Attitude - Why?
What is PDCA? - Overview
Introduction to Problem Solving Tools
Problem Definition
Sangenshugi
5 Why’s
Brainstorming
Ishikawa-Fishbone Analysis
Factor Tree Analysis
Pareto Analysis
Priority Ranking
Consensus Reaching
Verification
PROBLEM SOLVING TRAINING
Change ATTITUDE : Let’s be aware
Quality has to be improved in all areas of
Our Company
Quality is fundamental to gaining market share
THIS IS CLEAR!
PROBLEM SOLVING TRAINING
Change ATTITUDE : We need to
focus on 3 key areas:
Taking Responsibility for Quality
Issues
Speed of Response to Issues
Logical Approach to Solving Issues
To succeed, our suppliers are key!
PROBLEM SOLVING TRAINING
The Conclusion is that we we need to improve:
-
Responsibility
for Quality
Need
-
Speed
Need
-
Logical thinking
Need
SAN GEN SHUGI
QUICK RESPONSE
PDCA -
FTA
PROBLEM SOLVING TRAINING
Change ATTITUDE :
San Gen Shugi
PROBLEM SOLVING TRAINING
Auto Quality
Matrix
Weekly
Report
Red Box
Control
FTA
5 Whys
Red Project
Report
Management
PDCA
ISHIKAWA
AUDIT
SYSTEM
QRQC
Co. X 1000
5 axes
San Gen Shugi
GROUND
PROBLEM SOLVING TRAINING
In Japanese culture, San Gen Shugi is a an expression
that means:
SAN
- meaning “3”
- meaning “Real” or “Actual” (“3 R’s”: Real Parts, Real
Place, Reality)
GEN
SHUGI
- meaning “Ideology”
San Gen Shugi is a common-sense approach to problem solving.
PROBLEM SOLVING TRAINING
. . . Applying “Genjitsu” means being realistic, not
idealistic. “Genba” means going out on the shop
floor to discover the real root causes of problems.
And “Genbutsu” refers to real parts, and the way of
dealing with non-conformance. One of our first
priorities should be “red box” control, that is to say
focusing on defective or rejected parts to find the
root cause and see what works and what doesn’t.
We must use non-conformance parts to learn how to
improve and achieve Total Quality.
I have only two methodologies: my eyes and my
legs. These are all I need to see, to judge, to
consider, to decide. This is the basis of
“SanGenShugi” . . .
Kazuo Kawashima, Co. X Group Quality Director
Co. X Info, June, 2002
PROBLEM SOLVING TRAINING
It is critical to use a structured approach to solve problems.
If the wrong problem is chosen, the correct root causes are
not identified, the solution chosen will not improve the
situation, and the problem will recur.
The foundation of Problem Solving is to spend time to
properly identify and define the problem.
Never Assume
Solve it Right First Time
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PDCA “PLAN”
Genjitsu – understand what is really happening
Why is it necessary to emphasize the importance of reality for production management or
indeed, for any kind of management?
Because an organization is more than the plant, and the people responsible for design,
planning, and operational procedures are often removed from the reality of how things are
actually working. The point of the “3 Reals” is that Engineers, Managers, or Designers must
understand that just because they have given directions or drawn up plans does not mean
that things are happening as they expect in reality. Often, it is Operators on the line, who
have had little or no say in the development of the production system, that know better about
the reality.
PROBLEM SOLVING TRAINING
PDCA “PLAN”
GENBA – going to the actual place
Given that people are often removed from reality, it becomes important to go to the GENBA, or
actual place where things are happening, to find out what the reality is. Possible translations
for GENBA in English are: “shop floor”, “the line”, or “on site”.
In the office environment, it means: go to witness the process where it actually happens.
PROBLEM SOLVING TRAINING
PDCA “PLAN”
GENBUTSU – checking out the actual item
Going to the GENBA is not enough. One must go all the way to the GENBUTSU, or
the actual item; the component must be viewed to fully understand the problem.
Without looking at the GENBUTSU, no improvement can happen.
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The “PLAN” stage is normally the longest stage
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PDCA “PLAN”
Definition
A Problem Statement should be written based on the available data.
The most serious problems are those the Customer experiences.
PROBLEM SOLVING TRAINING
PDCA “PLAN”
To fully understand all aspects of a problem, answer the following questions
to fully define and quantify the problem. Be OBJECTIVE, not SUBJECTIVE.
Questions
What ?
What happened? What is the customer plant? Vehicle? Reference?
Effect on customer?
Why ?
Why is it a problem?
When ?
When did it happen? Which day? Hour? Day shift? Night shift?
Weekend shift?
Who ?
Who detected it? Who in customer plant? At Co. X plant? Who is
most concerned by this problem?
Where ?
Where did it happen? Where was it detected? In customers’ lines? In
Co. X’s lines?
How ?
How was it detected? Visual control? Test? Measurement? …
How much ?
Cost of the problem? Cost for stocks checks? Rework? …
PROBLEM SOLVING TRAINING
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PDCA “PLAN”
Prioritizing – Impact Diagram
Most Impact
Identify each option with a number
Plot on graph
Select those in upper right quadrant
Most difficult
Least Difficult
Least Impact
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PDCA “DO”
Straightforward problems may be addressed
by
Quick Response Quality Control
QRQC
and then followed up by systemic action.
An operator misses a process step
A machine malfunctions
A connector vibrates loose under test
PROBLEM SOLVING TRAINING
PROBLEM SOLVING TRAINING
PDCA “DO”
Action list with assignments
CHECK
DO
PLAN
What?
Why?
How?
Where?
When?
Process
Engineer/Quality
Engineer
Team Leader
Team
Date
Date
Date
Process
Process/Training Engineer/Quality
Room
Engineer
Date
Prepare training plan
Cover all training requirements Review current training
Communicate methodology Ensure all shifts are aware
5 minute meetings
Review all aspects
FMEA on new process
Team FMEA
Launch Training
Ensure personnel are trained
in new process
Training sessions
Raise PPDR
Authorize temporary change PPDR process
Issue Provisional WI's
Mark up WI's with
Process control
operators
Run Test/Process/DV
Check amendments
Witness changes
Process Audit
Ensure process is robust
PQA
Measure Results
Collect Data
Tally Chart/Pareto
Analyze Results
Who?
Process
Process
Meeting Room
Office
Process Engineer Date
Team Room
Process Engineer Date
Process
Process
Process
Quality Engineer
Quality Engineer
Date
Date
Date
Date
Check for improvements
Review results/AQM
Process
Quality Engineer
ACT
Tune process if necessary
Further improve
Mark up WI's
Process
Process Engineer Date
Raise PPCR
Formalize change
PPCR process
Office
Process Engineer Date
Amend WI's with operators
Standardize change with
operator involvement
Quality System with
operator signatures
Process
Process Engineer Date
PROBLEM SOLVING TRAINING
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Measure the efficiency by showing PPM level versus target defined
700
PPM Line
620
625
Target
reached !
Defect
600
510
500
400
420
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310
300
300
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200
100
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Q1 01
Q2 01
Q3 01
Q4 01
Jan-02
Feb 02
N
N+1
N+2
N+3
N+4
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PDCA
PROBLEM SOLVING TRAINING
So how do we do it?
We need to understand and use
the NEW PDCA
PROBLEM SOLVING TRAINING
Co. X adapted it to make our own Culture
and be more logical.
PROBLEM SOLVING TRAINING
“Quick Response” PDCA
When a problem arises , it has first to be addressed
with immediate action to protect customer
To do this, we use the Quick
Response PDCA
PROBLEM SOLVING TRAINING
Determine the Co. X
incident number
(used internally
for tracking)
Define the
reference number used
by customer
Indicate the name
of the leader
of issue and the
function
Define the names of the
persons involved with the
issue and their function
Identify the
date the customer
notified the
problem
Identify the
date the issue
was opened
PROBLEM SOLVING TRAINING
Mark what source
originated the
issue
Indicate the Co. X
Product involved, +
part numbers
associated with
the issue
Enter the
customer affected
and a contact
number for the
customer
As descriptive as
possible, enter the
location of the problem.
Indicate the
vehicle involved
If the issue
involves safety and/or
regulatory issues
mark the “y” box. If
not, mark the “N” box
If applicable,
enter any specific
supplier codes,
demerits, etc.
regarding the
problem
PROBLEM SOLVING TRAINING
As descriptive as possible,
describe the problem.
Use the 5W+2H to
accomplish this
An accurate definition leads
to the discovery of the
root cause
and implementation of
right actions.
PROBLEM SOLVING TRAINING
To fully understand all the aspects of a problem get answers to
the following questions:
WHAT happened?
What is the problem?
WHY is it a problem? Why was if found?
WHEN did it happen? When was if found? (date, time, frequency)
WHO detected?
WHERE detected?
HOW detected?
HOW MANY?
Who experienced it? (customer, Co. X)
Where was it found? (in house and/or at customer)
How was it found? (Provide measurement)
How many were there? How much does it cost?
5W+2H
PROBLEM SOLVING TRAINING
Insert a photo or
drawing of the
part in question
Enter data measuring
the problem. These are
the
CUSTOMER
Data
PROBLEM SOLVING TRAINING
Containment
1.
The first priority of the team is to contain
the problem to protect the Customer.
2.
Many times the first step in the containment
process is to implement a sorting activity.
Quick Response PDCA within
24 HOURS.
PROBLEM SOLVING TRAINING
Enter the sort date
for each activity,
who conducted
the sort and what
type of marking was
made to the part
indicating “good”
part
Enter the results of any sorting activity
at the customer plant, in transport, in
the logistics platform, and/or in the
Co. X plant.
Indicate the number of “no good” NG parts
Enter
the dates
forsorted. Make sure
and the
number
of parts
both
customer
line split by shift,
That
NG
parts are
and Co. X line for
based on traceability information
NG parts and OK
parts
Divide the number of NG
parts by the sorted parts
to get level of bad parts.
Enter the date that
“contained” product was
shipped to the customer
Enter the dates of production
affected, both from and to.
PROBLEM SOLVING TRAINING
Based on sorting activity, we check the performance of each shift
Enter data, by shift, showing
the results of the sorting
activity
Add any additional comments,
Related to the quality
Performance of each site (if
a person of one shift has not
been trained for example)
PROBLEM SOLVING TRAINING
Determine what
immediate actions
under Co. X responsibility
are to be taken to secure
deliveries,
include where the action
is to take place, the
date they are to be
completed and who will be
responsible for
completion
Determine what immediate
actions are to be taken to
correct the customer
production line and enter it
here, include where the
action is to take place,
the date they are to be
completed and who is
responsible for completion
Validation must be
completed by the Plant
Manager, the APU
Manager and the
Quality Manager.
Included is date
PROBLEM SOLVING TRAINING
Find out what the
customers’ comments on
the immediate countermeasures are and enter the
information here. Check
to see if the customer is
satisfied with the actions
and if it has been really
protected.
PROBLEM SOLVING TRAINING
PDCA - PLAN Stage
The Quick Response PDCA is the
first immediate answer.
The second step is to understand
the root cause of problem and
solve it. For this, we have
Analysis PDCA.
PROBLEM SOLVING TRAINING
Indicate the name
of the leader
of issue and their
function
Determine
the incident
number assigned
by customer
Identify the
date the issue
was opened
Define the document
reference number (this
is usually the tracking
number assigned)
Define the names of the
persons involved with the
issue and their
function
“Analysis”
PDCA
Enter the
date of the
last time
the report
was updated
PROBLEM SOLVING TRAINING
Next, we need to define what must be done. This is a plan of actions in
order to organize resolution activity within the Problem Solving Group (PSG)
participants
For each of the defined
categories, enter When the action
will take place and Who
will is responsible to
ensure that the action is
completed.
PROBLEM SOLVING TRAINING
PDCA - PLAN Stage
The objective is Zero
Incident
(Corresponding to the
situation before the incident
happened)
PROBLEM SOLVING TRAINING
PDCA - PLAN Stage
After isolating the problem with
immediate countermeasures,
the next step is to identify the
root cause
We first observe Standard and
real data by using
Factor Tree Analysis tool
PROBLEM SOLVING TRAINING
Factor Tree Analysis (FTA) Tool
• different from Failure Tree Analysis or Fault Tree Analysis
PROBLEM SOLVING TRAINING
•In order to define potential causes, a logical process is the FTA: Factor
Tree Analysis
PROBLEM SOLVING TRAINING
Factors
Control points
Factors:
Standard
Real data
Judg.
Based on Control Plan and Process/Product/ Design FMEA’s
already determined, define factors that could potentially
generate the problem. Factors need to be considered, using
4M’s: Material, Method, Man and Machine.
Control point:Check and mention it if there is a control point to measure or
verify the factor. It can be a specific tool or a control station.
Standard:
Real data:
What is the applicable standard, that can come from control plan,
FMEA, technical specifications… Preferably, the standard needs to
be measurable. Check if standard is clear and updated.
These are the real data coming directly from measurement of
BAD parts and process. We apply San Gen Shugi to make this
check « 3Reals ». This allows the comparison between bad vs.
good parts, reality vs. standard.
MEASUREMENT IS DONE WHEN THE PROBLEM HAPPENS
PROBLEM SOLVING TRAINING
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Material:
Factors related to the material or components used for the
manufacturing of the defective part.
Method:
Factors related to the process and the way the product is
manufactured and delivered. It can include also the conditions
of the process. In this way, « Method » can also include
Environment and Measurement. If it is really necessary, a 5th
or 6th « M » can be added separately.
Man:
Factors related to Human ability to do properly the work:
training or communication conditions, for example.
Machine:
Factors related to the machine capabilities, Poke Yoke,
and software.
PROBLEM SOLVING TRAINING
After observation
Standard : Is it the right standard?
Is it clear ?
Quality : Is there any difference
or deviation ?
Judgement can be :
O : No difference
X : Difference vs standard
: Doubt (there is no difference,
but 1 specific peak)
Decision
These are all the
Different conclusions
that may come out
from Observation and
comparaison of
Real Data vs Standard
PROBLEM SOLVING TRAINING
1. We used a first FTA to understand “Why the problem happened?”
4. Check real value
and data, based on San
Gen Shugi principles.
Why the
problem
happened ?
If there is a difference between the real
data and standard, we must consider this as
a POTENTIAL cause which will be
analyzed by using the 5 Whys
1. Define main
influent
Factors based
on 4M’s
2. Define
control points
5. Compare the real
data and measurement
versus the standard.
3. Verify the
standard (technical
specifications, data
with tolerances, etc.)
PROBLEM SOLVING TRAINING
At this point, we determine
Why the problem
occurred.
For each item on the Factor Tree
Analysis that received an “X”,
Ask 5 times Why and verify
Each action until you have found
the root cause - make sure you
verify with DATA!
PROBLEM SOLVING TRAINING
2. We used a second FTA to understand “Why wasn’t the problem
detected?”
Why wasn’t the
problem
detected?
If there is a difference between the real
data and standard, we must consider this as
a POTENTIAL cause which will be
analyzed by using the 5 Whys
PROBLEM SOLVING TRAINING
We follow the same
methodology for determining
why the problem was not
detected.
For each item on the Factor Tree
Analysis that received an “X”,
Ask 5 times Why and verify
each action until you have found
the root cause - make sure you
verify with DATA!
PROBLEM SOLVING TRAINING
Once the root cause
has been established
and verified we now
start establishing the
solution(s).
PROBLEM SOLVING TRAINING
The prerequisites for success in solution identification and selection
are:
•A
good practice of San Gen Shugi: carefully observe
the parts and the process.
•A
clear and logical understanding of the Mechanism
that has created the defect.
• An
adequate solution that is logically linked to the root
cause found.
PROBLEM SOLVING TRAINING
PDCA – Do Stage
Now that the solutions have
been determined, it is
important that we take
the steps to fully
implement them.
PROBLEM SOLVING TRAINING
For each validated root cause,
determine what actions to
prevent reoccurrence should
be taken, how they are
to be completed, who is
responsible to ensure they
are completed,
the planned
For each validated
root cause,
completion
and the
determinedate
whatof
actions
to
actual dateshould
of completion correct non-detection
completion
be taken,
how theyshould
are be within
to be completed, who is
responsible to ensure they
are completed, the planned
date of completion and the
actual date of completion completion should be within
5 days
5 days
PROBLEM SOLVING TRAINING
PDCA - CHECK Stage
Immediately after
implementation of the
actions defined in the
Analysis PDCA, we check
to see that our actions
were adequate.
PROBLEM SOLVING TRAINING
Chart the efficiency
of the actions taken here
Versus objectives
To measure the results of
our actions, we use the same
checklist used by the
QRQC meeting. The
APU Quality person must
check all points indicated and
the check must include all
shifts.
PROBLEM SOLVING TRAINING
PDCA - ACT Stage
PROBLEM SOLVING TRAINING
PDCA - ACT Stage
Put in place new standards
and/or modify existing
standards to reflect the
actions that have been
taken.
PROBLEM SOLVING TRAINING
PDCA - ACT Stage
Generalize the
countermeasures :
To similar lines of the site
To other sites of same
Division or Branch
To other sites of customers
PROBLEM SOLVING TRAINING
Check which of the
standards need to be
developed and/or
modified, determine
the estimated
completion date, the
actual completed date
and who is
responsible for
completing the task
Check Yes or No and
determine if other sites
in your division or
branch need to receive
the information to avoid
potential occurrences.
Also, determine if other
sites of same customer
can be affected
Check Yes or No and
list similar lines/products
that could have the same
problem, that you can
implement the same
actions to correct or
to prevent the occurrence
there.
PROBLEM SOLVING TRAINING
PDCA - ACT Stage
Once actions taken to
correct problems,
process controls have
been updated and
training of all pertinent
personnel is complete,
we must go about the
process of closing the
PDCA.
PROBLEM SOLVING TRAINING
Enter the closure date
of the problem.
Indicate who is issuing the
completed PDCA, who the
report is to be distributed to,
telephone/fax and email
addresses, the signature
of the issuer and also
list any associated documents
pertaining to this issue.
PROBLEM SOLVING TRAINING
It is prudent in good problem solving not to assume
success at the first set of results!!
It is advised before completely closing the problem
solving activity to take further measurements.
There should be no deterioration of the
measurements and, if stable, then you can be sure
all variation has been taken into account.
PROBLEM SOLVING TRAINING
Enter data that shows what
follow up was completed
after 1 month of implementation.
The Plant Manager, APU Manager,
Quality Manager and Technical
Manager must sign along with the
date.
List here any actions
that must be taken
if the result is not
as expected. This
will cause you
to step back into
the PDCA cycle.
PROBLEM SOLVING TRAINING
PDCA - ACT Stage
Make sure everyone is aware of
what has been done and don’t
forget to recognize the team!
PROBLEM SOLVING TRAINING
PDCA RoadMap
100%
of answers in 24 hours for
immediate countermeasures
100%
of answers in 5 days for D of
PDCA
100%
PDCA
of answers in 10 days for A of
PROBLEM SOLVING TRAINING
Obstacles in Implementation
Here are some of the obstacles that you will probably incur
when you begin your implementation of New PDCA :
Fear of change
No logical thinking
No parts on hand
All work done by Customer Quality Engineer
No involvement of Management
“Check” and “Act” not done
Difficulty in defining the problem
No respect of deadlines
No respect of PDCA steps
Speaking without data
PROBLEM SOLVING TRAINING
PROBLEM SOLVING TRAINING
PDCA “PLAN”
Collecting Data with Tally Charts
Exercise – Styrofoam Cup
10 minutes counting
10 minutes Pareto
5 minutes priority of actions
PROBLEM SOLVING TRAINING
N/C
#1
#2
#3
#4
#5
PDCA “PLAN”
Marks on inside
Holes in sides
Dents on sides
Marks on outside
Marks on bottom
Dents on bottom
Holes in bottom
Tally Chart
Use 5 Bar Gate
PROBLEM SOLVING TRAINING
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PROBLEM SOLVING TRAINING
Exercise on Pareto
Use Results from Tally Chart
PROBLEM SOLVING TRAINING
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The highest ranking on the Pareto may not be the priority
PROBLEM SOLVING TRAINING
PDCA “PLAN”
5 Why’s and 1 How - 5W1H
Ask WHY? at least 5 times to get to the root cause
And then ask - HOW? we can best resolve the issue
This tool can be used on its own or as next level of
analysis from brainstorming or FTA.
PROBLEM SOLVING TRAINING
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PROBLEM SOLVING TRAINING
Exercise #2 – Brainstorming 20 minutes
PROBLEM SOLVING TRAINING
PDCA “PLAN”
Reaching consensus through priority ranking
Critical to clarify the basis for the allocation of ranking
Each person ranks the item on a scale of 1-5 or 1-10
Mark scores on board to identify groupings
If big differences question understanding of basis
Add scores to identify group priorities
PROBLEM SOLVING TRAINING
Exercise - Use Brainstorming Results
PROBLEM SOLVING TRAINING
PROBLEM SOLVING TRAINING
Team Exercise 25 minutes
Define process for making coffee
Define 4M’s involved
Do Fishbone Analysis of potential failure causes
PROBLEM SOLVING TRAINING
Factor Tree Analysis Example
PROBLEM SOLVING TRAINING
Subaru Recirc Door Seal Adhesion Defect
Hamilton Plant, Ohio, USA
July 22nd 2002
PROBLEM SOLVING TRAINING
 What is the actual situation of the problem on the shop floor?
Describe the problem with parts on hand and by using 5W+2H checklist :
Questions
Customer reported vehicles were identified with noisy GMV operation.
What ?
Why ?
Recirc door seal on lower face of door became detached and fouled on GMV blades.
When ?
Issue identified 26 June and 15 July 2002
Who ?
Gary O’Hair, Subaru SQA contacted VCC to inform us of the issue.
Where ?
Problem identified in DAS vehicle in lot at Lafayette, Indiana.
How ?
Standard vehicle check
How much ?
To date, 155 occurrences of this have been identified at the Subaru
assembly plant.
PROBLEM SOLVING TRAINING
FACTORS
CONTROL
STANDARD
REAL DATA
Recirc Door Liner coming loose and
falling into GMV
Material
JUDGEMENT
STD
QUAL
Adhesive incorrect to
spec
Material Specification
Shelf life of foam not
controlled
FIFO
Adhesive not aggressive
enough
Material Specification
Pattern of Ribs preventing
correct adhesion
None
Mold release agent
preventing correct adhesion
None
None to be used
None used
O
O
Door surface too smooth to
allow correct adhesion
None
None
Sanded doors ‘fail’ test
O
O
Adhesive spec. unsuitable
for temp/humidity in car
Material Specification
Spec V5109
Vehicle temperatures
up to 170F
Adhesive being affected
by humidity
Material Specification
CBU100
Foam peels off at test
x
Adhesive being affected
by heat
Material Specification
CBU100
Foam peels off at test
x
Air getting trapped under
foam
None
Foam not being pushed
on with sufficient force
Not defined in Control
Plan
Cert. Of Conf.
Konan guidelines <3 Mon.
Cert. Of Conf.
Cert. Of Conf.
O
O
May 02 (~3 months)
O
O
Adhesive peeling in test
O
O
Cut-out parts peeling
O
O
x
Method
Door Press
Door Press
o
Door press used
O
O
Door press used
O
X
PROBLEM SOLVING TRAINING
Man
FACTORS
STANDARD
Operators using hand
cream
None
None
Foam press not used
Poke-yoke on press
Poke yoke in operation
New operators unfamiliar
with methods
Recirc Door Liner coming loose and
falling into GMV
CONTROL
Training / Work
Instructions
Min. Level 3 Operators
None
No free play in hinges
REAL DATA
No evidence on samples
Poke yoke verified
No new operators magic
square OK
REAL DATA
O
O
O
O
O
O
O
O
Machine
Foam press not set
correctly
No free play in hinges
PROBLEM SOLVING TRAINING
What ?
Noisy operation of
GMV
Why ?
Seal found to
become
detached from
Recirc door,
falling into
GMV
Why ?
Adhesive not
able to
withstand high
temperatures
for extended
periods of time
Why ?
Not designed
for in car temp
Why ?
FMEA did not
Consider raised
temp
Why ?
Functional Analysis
Did not cover
This point
Action
Update generic
Functional
Analysis to
include this
parameter
PROBLEM SOLVING TRAINING
What ?
Validate
alternative
material
Why ?
To ensure no
further
customer
issues
How ?
High Temperature seal testing
comparison as per DVP&R
Noise test comparison as per DVP&R
Airflow test comparison as per DVP&R
Raise PPCR if
test successful
Modify process
to eliminate black
Max adhesive
To implement
change
Not required
PPCR procedure
Update Process sheets and
communicate to line operators
Who ?
Where ?
When ?
Haag/Hahn
VCC Hamilton
7/20/02
Completed
Collins
VCC Auburn
Hills
7/25/02
Collins
VCC Auburn
Hills
7/25/02
Smith
Haag/Hahn
VCC Hamilton
VCC Hamilton
7/25/02
7/27/02
PROBLEM SOLVING TRAINING
SUMMARY
PDCA is a valuable process with many applicable tools.
Key is to:
Define the problem well
Select the relevant tools
Apply the tools effectively
Define and implement action plans
Check to make sure the plans are effective
Standardize the results
Pass on the knowledge
PROBLEM SOLVING TRAINING
Recommendations
Remember, San Gen Shugi is the
basis!
Speak with Data!
Make quick response and deep
analysis of Quality issues!
Think logically!
Follow without compromise the
PDCA methodology!
PROBLEM SOLVING TRAINING
Questions and Wrap-up: 20 minutes
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