basic 8d problem solving tools methods.pptx

basic 8d problem solving tools m

1. Basic 8D Problem Solving: Tools & Methods ARA TRAINING

2. Basic Problem Solving Problem Solving Outline 2 Part 1: Overview of Methods (Plan) Problem Solving Principles Contrasting Different Approaches PDCA / 4D & 8D Framework D1 – D2: Form Team & Define Problem Part 2: Step- By- Step Problem Solving (Do) D3: Implement Containment D4: Identify Possible Root Causes D5: Identify Root Cause Corrective Actions Part 3: Problem Solving Wrap- Up (Check & Act) D6 – D8: Verify Corrective Actions, Prevent Recurrence, Document Results & Recognize Team Appendix

3. Basic Problem Solving 3 ARA TRAINING Methods For Problem Solving ?

4. Basic Problem Solving No One Way to Problem Solving Success - © 2015 - ARA (Dec 15) 4 But Some Are Better Than Others Good Ones Have Many Common Elements

5. Basic Problem Solving Integrate Different Perspective Data Driven Knowledge Driven Question Driven Integrate - © 2015 - ARA (Dec 15) 5

6. Basic Problem Solving - © 2015 - ARA (Dec 15) 6 Utilize Simple Tools

7. Basic Problem Solving Ask & Answer Simple Questions - © 2015 - ARA (Dec 15) 7 What is The Problem? Why is it a Problem? What Are The Goals? How Long Will it Take to Solve? How Much Will it Cost to Solve? Get Tracked & Managed Like a Project

8. Basic Problem Solving Avoid Artificial Constraints - © 2015 - ARA (Dec 15) 8 Constraints Will Always Exist Real Constraints Need to Be Respected, But Also Challenged Where Can Constraints Appear During Problem Solving? How Do You Become Aware & Overcome Constraints? Sub- Conscious Assumed Very Real Constraints

9. Basic Problem Solving Fit Method to Problem - © 2015 - ARA (Dec 15) 9 Different Problems May Require Different Approaches Be Adaptive Use as Simple an Approach as Possible

10. Basic Problem Solving PDCA: Problem Solving - © 2015 - ARA (Dec 15) 10 Plan (Define Problem, Pick Factors, …) Do (Design / Execute Experiments) Check (Analysis / Implementation / Verification) Act (Make Conclusion, Define Next Step)

11. Basic Problem Solving FOCUS Problem Solving Method - © 2015 - ARA (Dec 15) 11 F ind the Problem (Often the Problem Finds You) O rganize a Team C larify Problem U nderstand Problem S elect Solution How is It Similar? How Different? How Complete? http://www.mindtools.com/pages/article/focus-model.htm?utm_source=nl&utm_medium=email&utm_campaign=13May14#np

12. Basic Problem Solving Kepner - Tregoe - © 2015 - ARA (Dec 15) 12 Define the Problem (Situation Appraisal) Describe the Problem (Problem Analysis) Establish Possible Causes (Decision Analysis) Test the Most Probable Cause (Potential Problem Analysis) Verify the True Cause How is It Similar? How Different? How Complete? itSM Solutions “Thinking About Problems: Kepner- Tregoe” May 2015

13. Basic Problem Solving Edmond’s Creative Problem Solving - © 2015 - ARA (Dec 15) 13 Step 1 - Curious Observation Step 2 - Is There a Problem? Step 3 - Goals & Planning Step 4 - Search, Explore, & Gather the Evidence Step 5 - Generate Creative & Logical Solutions Step 6 - Evaluate the Evidence Step 7 - Make the Educated Guess (Hypothesis) Step 8 - Challenge the Hypothesis Step 9 - Reach a Conclusion Step 10 - Suspend Judgment Step 11 - Take Action How is It Similar? How Different? How Complete? http://www.problemsolving.net/ps9-3of4-fullproblem.html Template in Appendix

14. Basic Problem Solving ARA TRAINING Problem Solving Concept Map - © 2015 - ARA (Dec 15) 14 How is It Similar? How Different? How Complete? http://www.studygs.net/problem/problemsolvingo.htm

15. Basic Problem Solving ARA TRAINING Consensus- Oriented Decision- Making - © 2015 - ARA (Dec 15) 15 http://www.mindtools.com/pages/article/codm.htm?utm_source=nl&utm_medium=email&utm_campaign=13May14#np The CODM model was developed by psychologist, Dr. Tim Hartnett, and it was published his 2010 book Consensus- Oriented Decision-Making Consensus- Oriented Problem Solving?? Frame The Problem Have an Open Discussion Identify Underlying Concerns Develop Proposals Choose Direction Develop Preferred Solution Close How is It Similar? How Different? How Complete?

16. Basic Problem Solving - © 2015 - ARA (Dec 15) (4) 16 Identify Causes (3) Implement Containment (2) Define Problem (1) Form Team (7) Prevent Recurrence (8) Document Results & Recognize Team (5) Identify Root Cause Corrective Possible Root Actions (6) Verify Corrective Actions 8D Process ARA TRAINING 8D Problem Solving Method Adapted From “The 8 Discipline Problem Solving Process, Brenda Roos)

17. Basic Problem Solving ARA TRAINING 8D Problem Solving Method - © 2015 - ARA (Dec 15) 17 Problem Solving Methodology That: Clearly Defines a Problem Allows for Appropriate Interim Containment Action Analyzes Problems Using Data & Basic Statistical Tools Drives to Find The Root Cause of The Problem Corrects The Problem By Eliminating The Root Cause Implements Mistake Proofing to Prevent Reoccurrence Uses “Lessons Learned” Concepts as Prevention Step Don’t Limit 8D’s Use to Just Customer Related “Quality” Problems It Doesn’t Need to Be 8D, 4D is Fine in Many Situations

18. Basic Problem Solving ARA TRAINING 8D Project Overview Template - © 2015 - ARA (Dec 15) 18 Revenue $10M Medium Customer Relationship Organization High D1 D2 D3 D4 D5 D6 D7 D8 At D1 3/13/13 3/13/13 3/16/13 3/18/13 3/19/13 3/20/13 3/22/13 3/24/13 Previous Review 3/13/13 3/13/13 3/16/13 3/23/13 3/24/12 3/25/13 3/26/13 3/27/13 Current Plan 3/13/13 3/13/13 3/17/13 3/23/13 3/25/13 3/25/13 3/26/13 3/27/13 Key Requirements Eliminate Customer Line Fallout No Change in Any Product Spec < 3% Increase in Product Cost < 10% Increase in Step Mfg Cycle Time Problem Definition Business Impact Customer Line Fallout 1,000 PPM < 10 PPM 90 Days Performance Gap: Actual = Target = Time in Existence Time to Solve Product/Service < 7 Days Touch Sensor Customer Organizations Priority (1 – 5) Team Lead Team Apple PE, TE, Mkt 4 Isabel KY, TA, KG, .. Problem Complexity Type (L,M,H) Medium 4 COL Budget (Fcst/Actual) Time Per Cycle 24 Hrs Containment Impact Customer: None Manufacturer: 5% Yield Loss ($0.50) Mfg: 20% Capacity Reduction (1Mu/Mth) Mfg: 10% Increased Cycle Time (6 Hrs) Root Cause / Corrective Action RC Hypothesis /Confirmed: Test Hole at X CA Status: In Progress Note: Add Any Key Customer Delivery Dates / Description Above if Different From Dx

19. Basic Problem Solving ARA TRAINING 4D Project Overview Template - © 2015 - ARA (Dec 15) 19 Revenue $10M Medium Customer Relationship Organization High Plan Containment Root Cause Identified Root Cause CA Implemented At D1 3/13/13 3/13/13 3/16/13 3/18/13 Previous Review 3/13/13 3/13/13 3/16/13 3/23/13 Current Plan 3/13/13 3/13/13 3/17/13 3/23/13 Key Requirements Eliminate Customer Line Fallout No Change in Any Product Spec < 3% Increase in Product Cost < 10% Increase in Step Mfg Cycle Time Problem Definition Business Impact Customer Line Fallout 1,000 PPM < 10 PPM 90 Days Performance Gap: Actual = Target = Time in Existence Time to Solve Product/Service < 7 Days Touch Sensor Customer Organizations Priority (1 – 5) Team Lead Team Apple PE, TE, Mkt 4 Isabel KY, TA, KG, .. Problem Complexity Type (L,M,H) Medium 4 COL Budget (Fcst/Actual) Time Per Cycle 24 Hrs Containment Impact Customer: None Manufacturer: 5% Yield Loss ($0.50) Mfg: 20% Capacity Reduction (1Mu/Mth) Mfg: 10% Increased Cycle Time (6 Hrs) Root Cause / Corrective Action RC Hypothesis /Confirmed: Test Hole at X CA Status: In Progress Note: Add Any Key Customer Delivery Dates / Description Above if Different From Above

20. Basic Problem Solving - © 2015 - ARA (Dec 15) ARA TRAINING Best Practices in Problem Solving (Don’t Over- Complicate) Clear, Concise Problem Definition Starts With Broad Perspective Gets Alignment Across Organizations Breaks Down Problem Questions Data, Knowledge Base, Assumptions Critically Focuses Data Eliminates Artificial Constraints Drives Convergence & Critical Path Is Self-Correcting Balances Planning & Doing Balances Root Cause Fix & Containment Is Properly Tracked & Progress Communicated Appropriately Documented Describe Problem (With Data) Propose Hypotheses Test Hypotheses (With Data) Implement Appropriate Fix 20

21. Basic Problem Solving - © 2015 - ARA (Dec 15) ARA TRAINING Pick Your Problems: Pareto Analysis Vital Few, Trivial Many Many Things Need Improvement Where To Start? Cooperation Communication 21

22. Basic Problem Solving - © 2015 - ARA (Dec 15) 22 ARA TRAINING

23. Basic Problem Solving ARA TRAINING PDCA: Problem Solving - © 2015 - ARA (Dec 15) 23 Plan (Define Problem, Pick Factors, …) Do (Design / Execute Experiments) Check (Analysis / Implementation / Verification) Act (Make Conclusion, Define Next Step)

24. Basic Problem Solving - © 2015 - ARA (Dec 15) 24 (3) Implement Containment (2) Define Problem (5) Identify Root Actions 8D Process (4) Identify Cause Corrective Possible Root Causes (6) Verify Corrective Actions (7) Prevent Recurrence ARA TRAINING 8D Problem Solving Method (1) Form Team (8) Document Results & Recognize Team

25. Basic Problem Solving - © 2015 - ARA (Dec 15) 25 ARA TRAINING I. Form Team Who Should Be on the Team? Start Small, Grow Team as Problem Definition (D2) Evolves Team Leader Team Members (Cross- Functional?) Roles & Responsibilities “Rapid” Decision Making Process (Recommend, Agree, Performs, Input, Decides) How to Determine Priority?

26. Basic Problem Solving - © 2015 - ARA (Dec 15) 26 (3) Implement Containment (2) Define Problem (1) Form Team (5) Identify Root Actions 8D Process ARA TRAINING 8D Problem Solving Method (4) Identify Cause Corrective Possible Root Causes (6) Verify Corrective Actions (7) Prevent Recurrence (8) Document Results & Recognize Team

27. Basic Problem Solving - © 2015 - ARA (Dec 15) 27 ARA TRAINING II. Problem Definition Arguably The Most Important Step in the Process But The One Most Often Done Poorly Insure That Problem (& Size) is Real – Don’t Assume! Problem Definition Elements: Products or Service Impacted Quantified Performance Gap (Scope): Current vs. Target Temporal: 1) Time in Existence, 2) Time to Solve Quantified Impact: Both Company and Customer Priority (Dollarizing Extent of Problem Helps Set Priority) Specify Both Financial and Non- Financial Impact Specify Not Just Desired Outcome, But Also By When Modify Team as Necessary

28. Basic Problem Solving ARA TRAINING Crises: Fast Action, Big Differences Simple Experiments Development/Yield Enhancement More Time, Smaller Differences, Cause & Effect 2 Level Factorials, Blocked Designs Discovery Longer Time, Complete Knowledge Response Surface, Steepest Ascent Problem Landscape: Urgency - © 2015 - ARA (Dec 15) 28 D. Welter, Motorola U R G E N C Y

29. Basic Problem Solving - © 2015 - ARA (Dec 15) 29 ARA TRAINING Problem Landscape: Assumptions Assumptions Guide Behavior, Affect Thinking and Therefore Problem Solving Broad Categories: Casual, Prescriptive & Paradigmatic You Can’t Help But Make Assumptions; Dig Deep Enough & You’ll Always Hit an Assumption Implicit or Hidden Assumptions Abound Some are Good, Even Necessary; Some Not So Good How to Uncover Assumptions? How to Differentiate “Good” vs. “Bad” Assumptions?

30. Basic Problem Solving ARA TRAINING Problem Landscape: Data - © 2015 - ARA (Dec 15) 30 What Data Do You Need at This Stage? What Do You Really Know? (Fact, Not Speculation) How Much Data Do You Need? How are You Going to Get It? How Long is It Going to Take You to Get It?

31. Basic Problem Solving ARA TRAINING Initial Data Gathering - © 2015 - ARA (Dec 15) 31 IS What It is: When It is: Where It is: IS NOT What It is Not: When It is Not: Where It is Not: 3 Ws: First Order What, When, Where

32. Basic Problem Solving ARA TRAINING Initial Data Gathering - © 2015 - ARA (Dec 15) 32 Possible Actions & Questions 5 Whys ( = How ) (Used Both in Problem Definition & Subsequent Steps) Extent ? How ? Does it Interact ? “Solved” Before ? What Can Be Done to Clarify Problem? Preliminary Hypothesis Driven? Who Can Help? . . .

33. Basic Problem Solving ARA TRAINING Expanded Data Gathering - © 2015 - ARA (Dec 15) 33 Who Who is affected by the problem? Who first observed the problem? To whom was the problem reported? What What type of problem is it? What has the problem (part id, lot #s, etc)? What is happening with the process? What changed? Do we have physical evidence of problem? Why Why is this a problem? Is the process stable (Or Unstable)? Who Who is not affected by the problem? Who did not find the problem? What What does not have the problem? What could be happening but is not? What could be the problem but is not? Why Why is it not a problem? After ABB 8D Worksheet 5 Ws . . . and . . . 2 Hs (Who, What, Why, Where, When) IS (How Many, How Often) IS NOT

34. Basic Problem Solving ARA TRAINING Initial Data Gathering: Expanded - © 2015 - ARA (Dec 15) 34 Where Where was the problem observed? Where does the problem occur? IS IS NOT When When was the problem first noticed? When has it been noticed since? How Much/ Many How well can problem be measured (gauge)? Quantity of problem (ppm)? How much is it costing dollars, people, & time? How Often What is the trend (continuous, random, cyclical)? Has the problem occurred previously? Where Where is the problem not observed? Where is the problem not located? When When could the problem have been noticed but was not? How Much/ Many How big could the problem be but is not? How Often What could the trend be but is not? Why hasn’t the problem been seen before?

35. Basic Problem Solving ARA TRAINING Initial Data Gathering - © 2015 - ARA (Dec 15) 35 Data Sources & Analysis Tools Data Sources: SPC Charts Historical (Typically Unstructured) Data Tables . . . Analysis Tools: Simple (Or Even Multivariate) Correlation Analysis Multi- Vari Charts Distribution Analysis and Box Plots . . .

36. Basic Problem Solving - © 2015 - ARA (Dec 15) 36 ARA TRAINING Something Change . . . Or . . . “Never Been There” Performance Gap? “Something Changed” “Never Been There” Time Desired Actual Gradual Change Performance Level Time Target Actual Abrupt Change Time Performance Level Target Actual Performance Level

37. Basic Problem Solving - © 2015 - ARA (Dec 15) 37 ARA TRAINING Multi- Vari Chart Variation is Composed of Levels; One Level Typically Contains Most of Variation What Are Levels of Variation? Die, Wafer, Lot Wafer, Run, Shift Furnace, Bank, Fab Tester Shift Factory / Line Poly CD Shift Stepper 1 2 3 4 De- Constructing Levels of Variation Provides Insight Into Possible Root Causes

38. Basic Problem Solving ARA TRAINING Integrated Problem Solving Data Driven Knowledge Driven Question Driven Integrate - © 2015 - ARA (Dec 15) 38

39. Basic Problem Solving ARA TRAINING Data Driven: Good Data - © 2015 - ARA (Dec 15) 39 When is Data Bad ? Under- vs. Over- Standing Causality vs. Correlation Data (Sample) Bias Sufficiency . . . Don’t Take “Data” at Face Value

40. Basic Problem Solving ARA TRAINING Knowledge Driven: Good Knowledge - © 2015 - ARA (Dec 15) 40 When is Knowledge Bad ? Under- vs. Over- Standing Applicability Capturing & Using Knowledge . . . Don’t Take “Knowledge” at Face Value

41. Basic Problem Solving ARA TRAINING Question Driven: Good Questions - © 2015 - 41 After Dennis Matthies ARA (Dec 15) How do You Know This to Be True? Response to Information or Descriptive Claim Why Should I (We/They) Do This? Response to Action, Suggestion, Recommendation . . . What is it About That Makes it Good (Bad/OK)? Response to Value Judgment The Basic Critical Question(s) Get Good at Asking Insightful Questions

42. Basic Problem Solving ARA TRAINING Matthies’ PQ Basic 7  8 - © 2015 - 42 After Dennis Matthies ARA (Dec 15) Go/No Go Clarification Assumptions Basic Critical Causes Outcomes Action Uniqueness  Why Spend Time on This?  What Exactly do you Mean?  What are We Assuming?  How do we Know This is True?  What Caused This?  What will be the Effects?  What Should be Done?  Is This the Only ...? Learn to Use The Full Toolkit

43. Basic Problem Solving ARA TRAINING Argument Deconstruction Conclusion - © 2015 - ARA (Dec 15) 43 Reason/Evidence Assumption 1 . . . Assumption 2 . . . . . . Assumption n Source Stay Alert to Implicit Assumptions & Weak Source(s) After Dennis Matthies

44. Basic Problem Solving - © 2015 - ARA (Dec 15) 44 ARA TRAINING Assumptions: Breaking Them Down Step 1) Brainstorm / Uncover Assumptions Being Made Step 2) Evaluate: Ask 3 Questions About Each Assumption How Likely is This Assumption to Be False or Mistaken in Some Way & How? What are the Consequences if this Assumption is False or Mistaken? i.e. How Astray Will it Lead Us? How Long Would it Take to Recover? How Much Harm Will Result? If We Don’t Know (or Not Sure) Whether/How Valid This Assumption Is, Would it Be a Good Use of Resources to Investigate Further? Step 3) Actions Based on Assumption’s Validity Create 2X2 Matrix (Consequence vs. Validity) & Parse Assumptions (Next Pg); i.e. Sort Assumptions Out That Are Highest Uncertainty/Probability of Being Wrong and That If Not Valid Will Have Significant Consequences Make Action Plan For Investigating Those Assumptions Further to Get Broader View of Risk Inherent in Thought Process After Dennis Matthies

45. Basic Problem Solving ARA TRAINING Prioritizing Assumption Evaluation - © 2015 - ARA (Dec 15) 45 Consequence of Assumption Low High High Assumption Validity Low Accept Verify / Double- Check Underlying Support Reframe Investigate & Reframe

46. Basic Problem Solving ARA TRAINING Assumptions: Basic Questions - © 2015 - 46 Reference ?? ARA (Dec 15) What Are You Assuming? What is The Person Next to You Assuming? What Inferences Are You Making From Your Assumptions? What Could Be Assumed Instead? Why Would Someone Make This Assumption?

47. Basic Problem Solving ARA TRAINING Assumptions: Sample Questions - © 2015 - 47 You Seem to Be Assuming . Do I Understand You Correctly? Your Reasoning Depends on The Assumption That . Why Have You Based Your Reasoning on Instead of ? What Background Information or Data Are Your Assumptions Based On? Would Knowing Change Your Assumption in Some Fashion? Reference ?? ARA (Dec 15)

48. Basic Problem Solving ARA TRAINING Assumptions: Constraints - © 2015 - ARA (Dec 15) 48 Assumptions About Constraints Common Sometimes They are Unconscious Sometimes They are a Conscious Assumption How Do You Uncover Them?

49. Basic Problem Solving - © 2015 - ARA (Dec 15) 49 ARA TRAINING Matthies’ 9 Assumption Categories Existence: Assumption That Something Exists When Someone Says, “The Solution to X Is...” They are Assuming That a Problem Exists and That There is a Solution for It. Uniqueness: There is Only One of Something In The Above Example, It is Assumed That There is One Solution and One Problem; If Statement Started With “A” Rather Than “The” No Uniqueness Measurement: Assumption That Something Is Measurable Someone Claims That They Have Found The Solution to X. This Assumes That X is Measurable and that There is an Accurate Way of Measuring Changes in X. Possibility: Something is Possible, or Feasible When Somebody Says That They Are Trying to Solve a Problem, They Are Assuming That Finding a Solution is Possible, or That Under The Circumstances it is Feasible. It Could Be That The Solution is Too Expensive, or Would Take Too Long to Implement, To Be Viable Value: Assumption That Something Is Good Or Bad When Someone Says, “I Have a Great Solution,” They are Obviously Attaching a Value Assumption – What is The Measure?” After Dennis Matthies

50. Basic Problem Solving - © 2015 - ARA (Dec 15) ARA TRAINING Matthies’ 9 Category Assumptions Audience: In Statements to Others We Make Audience Assumptions These Often About Shared Meanings, Shared Values, Or Shared Background. Ex: Team is Unable to Agree on Which is Solution, X 1 or X 2 , is Best. Someone Asks, “What Assumptions Are We Making About How Long X 1 or X 2 Will Take?” Group Realizes That Lack of Agreement Stems From Different Assumptions at About How Long (Or How Hard) X 1 or X 2 Will Take. Category: We Have Categorized Something Correctly Team Leader Tells Manager The Proposed Solution is Too Expensive. It Could Be That Solving The Problem is So Critical That Cost is Secondary – Time is the Key Factor. Similarity: Majority of Thoughts Are Unconscious Analogies Team Lead Says “As We Learned in Project X, If We Do Y … .” This Assumes That Solutions Used In Project X Will Work In a Similar Fashion on the New Project. Time Constancy: Things Will Stay The Same Over Time Assuming That Current Conditions are Representative of The Past or That Critical Variables Stay Constant Over Time are Examples of High Risk Assumption in Problem Solving After Dennis Matthies 50

51. Basic Problem Solving ARA TRAINING Problem Solving Outline Part 1: Overview of Methods (Plan) Problem Solving Principles Contrasting Different Approaches PDCA / 4D & 8D Framework D1 – D2: Form Team & Define Problem - © 2015 - ARA (Dec 15) ■ Part 2: Step- By- Step Problem Solving (Do) ■ D3: Implement Containment ■ D4: Identify Possible Root Causes ■ D5: Identify Root Cause Corrective Actions Part 3: Problem Solving Wrap- Up (Check & Act) D6 – D8: Verify Corrective Actions, Prevent Recurrence, Document Results & Recognize Team Appendix Part 2 Next 51

52. Basic Problem Solving A R A T R A I NI N G Problem Solving Outline - © 2015 - ARA (Dec 15) 52 Part 1: Overview of Methods (Plan) Problem Solving Principles Contrasting Different Approaches PDCA / 4D & 8D Framework D1 – D2: Form Team & Define Problem Part 2: Step-By-Step Problem Solving (Do) D3: Implement Containment D4: Identify Possible Root Causes D5: Identify Root Cause Corrective Actions Part 3: Problem Solving Wrap-Up (Check & Act) D6 – D8: Verify Corrective Actions, Prevent Recurrence, Document Results & Recognize Team Appendix

53. Basic Problem Solving A R A T R A I NI N G No One Way to Problem Solving Success - © 2015 - ARA (Dec 15) 53 But Some Are Better Than Others Good Ones Have Many Common Elements

54. Basic Problem Solving A R A T R A I NI N G Integrate Different Perspective Data D r i v e n K no wl e d g e Driven Question Driven I n t e g r a t e - © 2015 - ARA (Dec 15) 54

55. Basic Problem Solving - © 2015 - ARA (Dec 15) 55 A R A T R A I NI N G Utilize Simple Tools

56. Basic Problem Solving A R A T R A I NI N G Ask & Answer Simple Questions - © 2015 - ARA (Dec 15) 56 What is The Problem? Why is it a Problem? What Are The Goals? How Long Will it Take to Solve? How Much Will it Cost to Solve? Get Tracked & Managed Like a Project

57. Basic Problem Solving A R A T R A I NI N G Avoid Artificial Constraints - © 2015 - ARA (Dec 15) 57 Constraints Will Always Exist Real Constraints Need to Be Respected, But Also Challenged Where Can Constraints Appear During Problem Solving? How Do You Become Aware & Overcome Constraints? Sub-Conscious Assumed Very Real Constraints

58. Basic Problem Solving A R A T R A I NI N G Fit Method to Problem - © 2015 - ARA (Dec 15) 58 Different Problems May Require Different Approaches Be A d a p t i v e Use as Simple an Approach as Possible

59. Basic Problem Solving A R A T R A I NI N G PDCA: Problem Solving - © 2015 - ARA (Dec 15) 59 Plan (Define Problem, Pick Factors, …) Do ( Design / Execute Experiments) Check (Analysis / Implementation / Verification) Act (Make Conclusion, Define Next Step)

60. Basic Problem Solving - © 2015 - ARA (Dec 15) 60 (3) Implement C o n t a i n m e n t (2) Define P r ob l e m (1) Form Team ( 5 ) I d e n t if y R oot A ct i ons 8 D P r o ce s s A R A T R A I NI N G 8 D P r o b l e m S o l v i n g M e t ho d (4) Identify C a u s e C o r r e ct i v e P oss i b l e R oot C a u s e s (6) Verify Co r r e ct i v e Actions (7) Prevent Recurrence (8) D ocu me n t Results & Recognize Team

61. Basic Problem Solving - © 2015 - ARA (Dec 15) 61 A R A T R A I NI N G III. Containment (If Any) Stop-Gap Measure - Triage; Not Root-Cause Fix Purpose: Minimize / Control / Isolate Problem; For Both Customers & Company Screen/Purge/Sequester Inventory/WIP? Similar Devices/Flows? Specify Anything That Has to Change to Make “Fix” Timeline: “Fast” Implementation: “Quick and Easy” When is No Containment Required? Most of The Basic Tools Used in Subsequent Sections Applicable at This Step Too; Pick & Choose

62. Basic Problem Solving - © 2015 - ARA (Dec 15) 62 A R A T R A I NI N G Containment Exercise

63. Basic Problem Solving - © 2015 - ARA (Dec 15) 63 (4) Identify Possible Root Causes (2) Define P r ob l e m (1) Form Team ( 5 ) Identify Root C a u s e C o r r e ct i v e Actions 8 D P r o ce s s ARA TRAINING 8D Problem Solving Method (3) Implement Co nt a i n me n t (6) Verify Co r r e ct i v e Actions (7) Prevent Recurrence (8) D ocu me n t Results & Recognize Team

64. Basic Problem Solving A R A T R A I NI N G IV. Identify Root Cause(s) - © 2015 - ARA (Dec 15) 64 Hypothesis Generation (Brainstorming/Fishbone) Prioritize Which Hypotheses to Pursue (Heuristic or Prioritization Tools) Passive & Active Data Gathering (Statistical Tools) Can Root Cause Be Duplicated? What Allowed Failure? (System, Spec, Procedure)

65. Basic Problem Solving - © 2015 - ARA (Dec 15) 65 A R A T R A I NI N G Problem Bug Matrix Example of Work Breakdown Simple Way of: Assigning Ownership Defining Issue Clarifying Hypothesis Tracking Schedule Efficient Communication How to Generate Hypothesis? How to Prioritize Which to Pursue? Responsible: Name Fix Schedule Problem Type (E / M / H) Hypothesis COL (Act/Fcst) Confirm Contain Root C a u s e Doc 1 2 3 4 5

66. Basic Problem Solving - © 2015 - ARA (Dec 15) 66 A R A T R A I NI N G “Why”, “What If”, “How” Progression “Why” Questions Catalyst in This Progression Could Drive Potential Game Changers “Why is This Happening?”, Why are We Doing This?”, “Why is This the Right Approach”, ... “What If” Questions Signals Beginning of The Search For Solutions Prompts Unconstrained, Blue-sky Thinking “What if We Could ....” “How” Questions Get Down to Brass Tacks “How Do We Get This Done?” http://www.strategy-business.com/blog/Innovation-Begins-with-Three-Questions?gko=50d8a

67. Basic Problem Solving - © 2015 - ARA (Dec 15) 67 A R A T R A I NI N G Affinity Diagram Optional, But Useful Step That Aids Brainstorming Often Used as Input to Fishbone or Tree Diagram Creative Thinking: Gathers Large Amounts of Language Data Organizes it Into Groupings Based on Relations, and Defines Groups Encourages True Participation. When To Use: Maps Geography: Facts/Thought Chaotic; Complex Issues To Grasp Breakthroughs in Traditional Concepts Needed Support For a Solution is Essential For Success

68. Basic Problem Solving - © 2015 - ARA (Dec 15) 68 A R A T R A I NI N G Construction of Affinity Diagram Assemble Right Team: Interdisciplinary & Fresh Problem Statement to Be Considered: Make Specific P r o b l e m St a t e m e n t  H y p o t h e s i s o f C a u s e ? – D o n e i n S t e p D 4 P r o b l e m St a t e m e n t  H y p o t h e s i s o f F i x ? – D on e i n St e p D 5 Generate & Record Ideas: Everyone Participates No Criticism, Emphasize Large Quantity in Short Time Be Concise, Use Noun and Verb, Record Exactly, Post-It Notes Display Completed Cards: Mix Cards / Spread Randomly Arrange Cards Into Related (6 – 10) Groups React (don't contemplate), Ok to disagree, Silent process, high energy Create Header Cards For Each Group Identify Card That Captures Central Idea; Ties Group Cards Together If No Such Card Exists, Create It (Be Concise) Draw Finished Affinity Diagram Draw Lines Around Each Grouping, Connecting All Items With Header Card

69. Basic Problem Solving - © 2015 - ARA (Dec 15) A R A T R A I NI N G Affinity Diagram Example 1 9 E xa m p l e : Pitfalls & Issues: Will Yield Both Jewels & Junk; Refine Latter Doesn't Show Interrelationships Organizes New Thoughts For Further Elaboration Works Best in Conjunction With Fishbone or Tree Diagram Can Be Overdone as Tries to Get Group to React From Gut Level Encourages True Participation in Group Setting; Don’t Judge Also Works as Individual Exercise

70. Basic Problem Solving - © 2015 - ARA (Dec 15) 70 A R A T R A I NI N G Fishbone Diagram Categories: People : Anyone Involved With Process Methods : How Process is Performed & Specific Requirements For Doing It; Policies, Procedures, Rules, Regulations and Laws Machines : Any Equipment, Computers, Tools, Etc. Required to Accomplish Job Materials : Raw Materials, Parts, Pens, Paper, Etc. Used to Produce Final Product Measurements : Data Generated From Process Used to Evaluate Quality Environment : Conditions Such as Location, Plant, Time, Temperature, and Culture P r o b l e m or Defect Wikipedia (Cause & Effect or Ishikawa Diagram) Tool For Organizing Possible Root Causes of Problem Two Possible Fishbones: What Contributes to Problem? How Did Defect Get Out?

71. Basic Problem Solving - © 2015 - ARA (Dec 15) 71 A R A T R A I NI N G Fishbone Diagram (Cause & Effect or Ishikawa Diagram) Other Types: 4Ps (Generic) : People, Procedures, Plant/Technology, Policies 6Ms (Manufacturing) : Machine (technology), Method, Material, Manpower, Measurement/Metrics, Mother Nature (Environment) 7Ps (Marketing) ; Product/Service , Price , Place , Promotion , People, Process, Physical Evidence (or 4Ps – Underlined) 5Ss (Service) : Surroundings, Suppliers, Systems, Skills, Safety When To Use: Organize Result of Brainstorming or Affinity Diagram Need to Keep Track of Complex System of Input-Outputs Documentation of Organizational Learning Critical Pitfalls: Doesn't Tell Where to Devote Resources Doesn't Show Interrelationships Can Be Overdone (Down to Atoms); Show Possible, Not Necessarily Actual

72. Basic Problem Solving A R A T R A I NI N G Fishbone Diagram Construction - © 2015 - ARA (Dec 15) 72 Choose Goal or Problem Statement From D2; Insure Closed Loop With Original Problem Statement Assemble Right Team Specialized Knowledge Required; Action Plan Generate Major Fishbone Headings (Choose Template) Complete Fishbone Diagram Brainstorming or Affinity Diagram Details Focus is on Causes of / Contributors to Problem Review Completed Fishbone for Completeness

73. Basic Problem Solving - © 2015 - ARA (Dec 15) 73 A R A T R A I NI N G Tree Diagram Alternative to Fishbone Diagram Can Help Structure “Five Whys” Analysis Linear Thinking: Systematically Maps Detail For Paths & Tasks Needed Key Questions Answered: What is Sequence of Tasks ? What are Problem Components ? What are Possible Hypotheses? Does the Logic Hang Together? How Complex Will Solution Be? What are Assignable Tasks/Options ?

74. Basic Problem Solving A R A T R A I NI N G T r e e D i a g r a m C on s t r u c t i o n - © 2015 - ARA (Dec 15) 2 4 Choose Goal or Problem Statement From D2; Insure Closed Loop With Original Problem Statement Original Issues Assemble Right Team Specialized Knowledge Required; Action Plan Generate Major Tree Headings First Level Can Often Be Alternative Hypotheses Second Level Can Then Be Ways to Test Hypotheses (Or Data to Get) Complete Tree Under Major Paths Continue Breaking Down Paths Until Have Actionable Items Direct Cause & Effect from Level to Level Review Completed Tree For Logical Flow Works Only if Doing Each Level is Internally Consistent with Next Higher Level

75. Basic Problem Solving - © 2015 - ARA (Dec 15) 75 A R A T R A I NI N G Tree Diagram Example E xa m p l e : When To Use: "Simple" Task Runs Into Repeated Roadblocks Complex Implementation Large Consequences for Missing Key Tasks Pitfalls: Doesn't Tell Where To Devote Resources Doesn't Show Interrelationships C a n B e O v e r do n e ( D o w n T o A t o m s )

76. Basic Problem Solving - © 2015 - ARA (Dec 15) 76 A R A T R A I NI N G Visual, Schematic Representation That Illustrates Key Concepts & Relationships Between Those Concepts Consists of Nodes & Labeled Lines Hierarchically Arranged: Inclusive to Less Inclusive / General to Specific Useful in Organizing Different Types of Knowledge: Structural (Types & Numbers of Links) Conceptual (Links &Concepts) Declarative (Missing Nodes or Links) Possible Follow-up Step After Affinity Diagram or Brainstorming Can Help Convey Broad Outline To Group Concept Map http://tccl.rit.albany.edu/knilt/images/0/09/ConceptMapExample.gif O p t i o n a l Topic

77. Basic Problem Solving - © 2015 - ARA (Dec 15) 77 A R A T R A I NI N G Electricity Concept Map https://upload.wikimedia.org/wikipedia/commons/c/c3/Electricity_Concept_Map.gif O p t i o n a l Topic

78. Basic Problem Solving - © 2015 - ARA (Dec 15) 78 A R A T R A I NI N G Concept Map Construction Assemble Right Team (Same as Before, Adjust as Necessary) Problem Statement to Be Considered Problem Statement  Hypothesis of Cause? – Done in Step D4 (Tie to D2) P r o b l e m S t a t e m e n t  H y p o t h e s i s o f F i x ? – D on e i n St e p D 5 Generate & Record Ideas: Everyone Participates If Previously Created an Affinity Diagram, That is A Good Starting Point If Not Brainstorm to Generate Ideas & Group With Cards/Notes Arranged In Related (6 – 10) Groups Draw Lines Between Terms That are Related Most General/Inclusive Concepts Come First, The Links to More Specific Concepts On Lines Write Nature of Relationship Between Terms Once Basic Links Created, Add Cross-Links Which Connect Concepts in Different Areas Review “Finished” Concept Map Examine Diagram to Look For Missing Terms and/or New Relationships; Adds as Appropriate O p t i o n a l Topic

79. Basic Problem Solving - © 2015 - ARA (Dec 15) 79 A R A T R A I NI N G Prioritization Matrices Decision Making Tool: Rationally Narrow Down Focus or Hypothesis to Pursue Before Detailed Implementation Planning Prioritize Possible Solutions, Tasks, Issues, Product/Service Characteristics Based On Known Weighted Criteria Three Types: Simplified Matrix Full Analytical Criteria Method Consensus Method (Appendix) Criteria 1 2 3 4 5 Total 1. Salary 2. Cost of Living 3. No Raise Policy 4. Stock 5. Quality of Life 6. Earthquakes 7. Cypress Rep 8. Pressure 9. Heavy workload 10. Intensity

80. Basic Problem Solving A R A T R A I NI N G Prioritizing Hypotheses to Pursue: Simplest Approach – Data vs. Assumptions - © 2015 - ARA (Dec 15) 80 Supporting Data Lo w H i g h Few A s s u m p t i on s Required M a n y Suggested by Chris Silsby

81. Basic Problem Solving A R A T R A I NI N G Quantified Prioritization - © 2015 - ARA (Dec 15) 81 Assign "Value" to Parts of Problem or Solutions Step 1: Decide Criteria & Category (Pick Scale) Big 3: Impact, Cost, Time Use Log/Power (10X or 2 x …), Not Linear Scale Separate Solution & Problem Source Step 2: Complete Matrix & Calcs Fast Triage Expose Bias (History, Data) Resolve Conflict Criteria Total 1. Method 16 1 8 4 29 2. Manpower 2 4 2 2 10 3. Materials 4 2 1 1 8 4. Machinery 8 16 16 16 56 O p t i on a l Topic

82. Basic Problem Solving - © 2015 - ARA (Dec 15) 82 A R A T R A I NI N G Prioritization Matrix Example Example: When To Use: Prioritization is Going to Happen By Design or Default - Hunch, Vote, Mandate, etc. Implicit vs. Explicit Prioritization Key Issues Identified; Must Narrow Identified Key Relations; Not Strengths Agreed Criteria for "Good" Solution; Need Consensus on Relative I m p o r t an ce ( B o s s/ T e a m o r W i t h i n T e a m A li g n m e n t)

83. Basic Problem Solving A R A T R A I NI N G Prioritization Matrices Guidelines - © 2015 - ARA (Dec 15) 83 Takes Time, Fit Tool to Problem; Doesn’t Have to Be Used That Often (1 in 10?) Separate Possible Hypotheses / Problems to Evaluate vs. Possible Solutions to Implement (Clear Goals/Definitions) Value is in The Process, Not in Final Number Using Linear Instead of Log/Power Scale (No Differentiation)

84. Basic Problem Solving A R A T R A I NI N G Prioritization is Critical - © 2015 - ARA (Dec 15) 84 Why are There So Many Slides on Prioritization? Team Member Time Efficiency is Critical Resource to Rapid and Effective Problem Resolution Spending Time on The Right Hypothesis is Required to Know Root Cause; Don’t Just Run Out and “Do” Don’t Confuse Motion With Progress Don’t Have a Fast Trigger, But a Slow Bullet Saves Company Time & Money (People, Yield, Customer Relationship, Etc.) Do The Right Things, Not Just Do Things Right!

85. Basic Problem Solving A R A T R A I NI N G Root Cause Identification: Data - © 2015 - ARA (Dec 15) 85 What Data Do You Need at This Stage? How Much Data Do You Need? How are You Going to Get It? How Long is It Going to Take You to Get It?

86. Basic Problem Solving A R A T R A I NI N G “Experts’ & Peers Vendors Literature Experimentation: Machine / Si Rifleshot Experiments vs. Statistical DOEs Acquiring Knowledge - © 2015 - ARA (Dec 15) 86

87. Basic Problem Solving - © 2015 - ARA (Dec 15) 87 A R A T R A I NI N G Active Data G a t h e r i n g Passive Data G a t h e r i n g Process Flow Diagram Identify Key Product Characteristics Identify Key Process Parameters S t e p / M ac hin e Isolated? Prioritize (Pareto), Fishbone, Etc. DO E s Process Capable? Solution? Y e s Simple Correlation Analysis Process Flow, Etest Parameters, Best vs. Worst, F ai l ure An a l y s i s S tru c tu r e d/ S t r a t i f i e d Sampling Time, Equipment Shift, Lot -Lot, Within Run/Lot, Within Wfr, Etc, Control Ch a rts No Yes Convergence to Factor Decision Tree Conv e r g e n c e T o S t e p Decision Tree Randomized Sequence Split Lots @ N Steps No Is Step Isolated? No Y e s No No Y e s Y e s

88. Basic Problem Solving - © 2015 - ARA (Dec 15) A R A T R A I NI N G Picking Them How Many? Control & Noise Factors Continuous & Categorical Whenever Have Zero % of a Variable, a ‘Continuous’ Variable is Effectively Discontinuous; i.e. No vs. Yes (Jake) Picking the Range Visual Hypothesis (Jake) Equivalent Impacts As You Open the Space, the Risk of Variables Going From Continuous to Categorical Increases How Many Measurements (Memory)? Sources of Variation Hierarchical & Directed Sampling 3 8 Experimental Factors

89. Basic Problem Solving A R A T R A I NI N G Screening Factorials Low Knowledge Level Experimental Design: The Knowledge Line - © 2015 - ARA (Dec 15) 89 High Knowledge Level R S M Statistical DOE Framework Dupont

90. Basic Problem Solving - © 2015 - ARA (Dec 15) 90 Low Solar Cell Efficiency Photon Loss Carrier Loss El e c t r i ca l L o s s (3 COL) Back Contact Problem (4 COL) Junction Problem (5 COL) Front Electrode Passivation (4 COL) Gridline Problem (2 COL) Lifetime Problem (3 COL) A R A T R A I NI N G COL Problem Solving Flowchart Front Texture Problem (2 COL) Contributes? ARC Problem Contributes? Focus is on Identification of Root Cause of Problem

91. Basic Problem Solving - © 2015 - ARA (Dec 15) 91 (2) Define P r ob l e m (1) Form Team (5) Identify Root Cause Corrective Actions (Fix) 8 D P r o ce s s A R A T R A I NI N G 8 D P r o b l e m S o l v i n g M e t ho d (3) Implement Co nt a i n me n t ( 4 ) Identify Possible Root Causes (6) Verify Co r r e ct i v e Actions (7) Prevent Recurrence (8) D ocu me n t Results & Recognize Team

92. Basic Problem Solving - © 2015 - ARA (Dec 15) 92 A R A T R A I NI N G V. Corrective Action(s) Plan Once (Possible) Root Cause(s) of a Problem Are Identified – Need to Determine Solution(s) Plan: Best Solution Path(s) and Why: Root Cause Fix Line Between Hypothesis Testing (Identifying Root Cause of Problem) and Determining Solution (Root Cause) Distinct But Blurs Who Will Implement? When Will It Be Done? Verification of Fix Can Problem Be Turned Off & On? Is Root Cause Controllable? Will Not Cause Undesirable Effects (Unintended Consequences) Verification is Proof BEFORE Implementation Validation is Proof AFTER Implementation

93. Basic Problem Solving - © 2015 - ARA (Dec 15) A R A T R A I NI N G Generating Possible Solutions In General Preferable to Start With Broad List of Possible Solutions; Seek Diversity of Options (Divergence) Can Use Same Brainstorming Tools Employed for Hypothesis Generation For Generating Possible Solutions Once Reasonable Set of Possible Solutions Generated, Same Prioritization Techniques Can Be Employed to Determine Which Solution(s) to Pursue (Convergence) Many of The Tools (In Particular Statistical Methods) Used to Identify Root Cause of Problem Can Be Reused to Determine Root Cause Fix As Before, Keep an Eye on Assumptions & Watch Out for False Constraints 4 3

94. Basic Problem Solving - © 2015 - ARA (Dec 15) 94 A R A T R A I NI N G Measures of Performance In Any Problem Solving Methodology, Need Criteria to Which The Solution’s Performance Can Be Measured: Efficacy (E 1 ): Indicates, Whether The Solution or Process Provides The Intended Outcome That Intended Outcome May, However, Not Be What is Required for a Complete Soln Efficiency (E 2 ): Resources: Indicates Whether The Least Possible Amount of Resources Are Being Used to Implement The Solution Outcome: Indicates Whether the Simplest / Lowest Cost / Quickest (Pick Appropriate Criteria) is Being Used to Implement The Solution Effectiveness (E 3 ): Indicates, Whether The Solution Provides a Root-Cause-Fix And/Or Helps Realize a More Long-term Goal http://en.wikipedia.org/wiki/CATWOE#CATWOE

95. Basic Problem Solving - © 2015 - ARA (Dec 15) 95 A R A T R A I NI N G Re-Purpose Problem Solving Tools Previously Tools Employed to Find Root Cause of Problem Now Tools Employed to Determine Root Cause Fix Re-Focused Affinity Diagram Re-Focused and Expanded Tree (or Fishbone) Diagram Need to Prioritize Possible Solution Paths Choice of Factors & Ranges Re-Set; Experimental Techniques Less Exploratory, More Directive Need to to Estimate Cycles of Learning/Schedule for Solution(s) Flowchart Solution Paths to Track Convergence

96. Basic Problem Solving A R A T R A I NI N G Prioritizing Actions to Take: Simplest Approach - Impact vs. Difficulty - © 2015 - ARA (Dec 15) 96 Difficulty (Time, People, $s, . . .) H i g h Impact Low E as y H a r d

97. Basic Problem Solving - © 2015 - ARA (Dec 15) 97 A R A T R A I NI N G Flow Charts Implementation Planning Tool: Maps Out Conceivable Events & Contingencies. Identifies Counter- Measures to Problems When To Use: Compare Actual & Ideal Paths in Order to Identify Deviations Task is New, Unique, or Complex High Stakes & Efficient Implementation Critical Contingencies are Plausible

98. Basic Problem Solving - © 2015 - ARA (Dec 15) 98 A R A T R A I NI N G Baseline Process 1990/91 Fab Litho Equipment ASM G Line - 0.8µ 195Å Gox 0.8µ ± 0.15µ None Considered Seriously  C E M 0.6 5 µ GOX = 165Å|5V Vcc  Gox Quick To Market: Samples in Q3 Large Overlap For Drive & Reliability Poly Doping? Shallow LDDs Low S/D Resistance Better SCE, Poorer Drive & Rel N+/P+ or P+ Higher Performance  N+ Deeper Tips, Higher DIBL  LATI ($, Retrofit), Low Temp FDOX & Post Silicide NSDI Post N+/P+ S/D Tips Disposable Spacer Alternatives Market Inputs  Medium Doped LDD Conventional S/D  Salicide - Yield, 4T Cell Compatibility 25ns 1M SRAM - 400 mil Package Use Existing Design A

99. Basic Problem Solving - © 2015 - ARA (Dec 15) 99 A R A T R A I NI N G Flowchart Example E xa m p l e : Flowchart Themes: Implementation Path With Fewest or Least Serious "What Ifs" is Best Alternative Weigh Risk vs. Reward Define Boundaries of Process Clearly Every Feedback Loop Needs an Escape Clearly Shows Holes in Plans Good Communication Tool Can Also Be Extremely Useful in Analyzing Past History

100. Basic Problem Solving Assemble Right Team (Must Know Details of Problem) Determine Basic Flow of Proposed Activities Start Broad, Add Detail in Layers Later Think Straight Line Choose Chart Format (Graphical or Outline) Construct PDPC Place Branches in Sequential Order of Implementation Layers: Implementation Steps "What Ifs" Countermeasures "What Could Go Wrong?", "What Are Options?" Pick Countermeasure And/Or Alternatives Evaluate Feasibility/Necessity (Label) Review: Sanity Check Flow, Compare to Ideal; Check Completeness - © 2015 - ARA (Dec 15) 100 A R A T R A I NI N G Flowchart Construction

101. Basic Problem Solving A R A T R A I NI N G Gantt Diagrams Pert Charts Spreadsheet W3s Other But…. … These are All “Linear” Tools That Breakdown in a “Non-Deterministic” World Scheduling Problem Solving - © 2015 - ARA (Dec 15) 101

102. Basic Problem Solving - © 2015 - ARA (Dec 15) 102 A R A T R A I NI N G The Knowledge “Gap” B a s e li n e Goal 1 Kno w l e d g e Gap Goal 2 Time Baseline vs. Goal: The Larger The Gap, The Less You Know Goal “Gap” = Knowledge “Gap” To Close the Knowledge “Gap” Need Cycles of Learning (COL) Beware of Overconfidence (How Much Do You Really Know?) G o a l

103. Basic Problem Solving A R A T R A I NI N G Knowledge Gap & Cycles of Learning - © 2015 - Easy # COLs ? Time/Cycle Medium # COLs ? T im e / C yc le Hard # COLs ? Time/Cycle Define Your Problem Which Bucket ? 103 ARA (Dec 15) What’s Your Batting Average ? What Did You Learn ?

104. Basic Problem Solving A R A T R A I NI N G What is a Cycle of Learning? - © 2015 - 1. Problem Identification/Hypothesis Specify Desired Outcome Prioritized Input / Output Data Collection & Analysis Perform Work/Experiment 6. Confirmation of Effects Process Standardization (if Done) Planning Next Step (Learning Cycle) Deming’s PDCA Cycle P l a n D o C h e c k A c t 104 ARA (Dec 15)

105. Basic Problem Solving A R A T R A I NI N G Scheduling Problem Solving - © 2015 - 105 ARA (Dec 15) Point 1: Complexity is Not Your Friend Save Invention For Where it Adds Value Eliminate it Everywhere Else “Buy” Knowledge Point 2: What Are You Doing? Two Parts: How Many (PDCA) Cycles? Time Per Cycle What Impacts # of Cycles? What Impacts Time Per Cycle?

106. Basic Problem Solving A R A T R A I NI N G S o l u t i o n - © 2015 - 106 ARA (Dec 15) Combine COL Forecasting With Conventional Scheduling Methods Use COL Methodology to Forecast Non-Deterministic Steps Use PERT (or Favorite Method) to Keep Track of Tasks Apply Best Practices (Scrubbing, Schedule Monitoring, etc.) to Minimize Deviations Suggest Separately Estimating COL/Time For Determining Root Cause vs. Root Cause Fix (Overlap)

107. Basic Problem Solving - © 2015 - A R A T R A I NI N G COL Problem Solving Flowchart Low Solar Cell Efficiency Photon Loss Carrier Loss El e c t r i ca l L o s s Front Texture Problem (2 COL) ARC Problem (3 COL) Back Contact Problem (4 COL) Junction Problem (5 COL) Front Electrode Passivation (4 COL) Gridline Problem (2 COL) Lifetime Problem (3 COL) Contributes? Contributes? If ARC ~ 3 Mth If FT ~5 Mth If BC ~ 2 Mth Start: T = 107 ARA (Dec 15) T = ~7 Weeks T = ~12 Weeks Focus is on Driving to a Root Cause Fix

108. Basic Problem Solving A R A T R A I NI N G Ultimate Test: Right Direction? - © 2015 - 108 ARA (Dec 15) Progress or Motion ? Entropy vs. Convergent Consistent Kill or Move Forward? Repeated Slips ? Step Back and Diagnose Issue(s) Typical: Excess AIPs, Capability, Subject Matter Knowledge, Team Dynamics, Outside Interference, … Its OK (Good) to Get Help if Project is In Trouble

109. Basic Problem Solving A R A T R A I NI N G Problem Solving Outline - © 2015 - Part 1: Overview of Methods (Plan) Problem Solving Principles Contrasting Different Approaches PDCA / 4D & 8D Framework D1 – D2: Form Team & Define Problem Part 2: Step-By-Step Problem Solving (Do) D3: Implement Containment D4: Identify Possible Root Causes D5: Identify Root Cause Corrective Actions ■ Part 3: Problem Solving Wrap-Up (Check & Act) ■ D6 – D8: Verify Corrective Actions, Prevent Recurrence, Document Results & Recognize Team ■ Appendix Part 3 Next 109 ARA (Dec 15)

110. Basic Problem Solving - © 2015 - ( 4 ) 110 ARA (Dec 15) I d e n t if y C a u s e s (3) Implement Co nt a i n me n t (2) Define P r ob l e m (1) Form Team (7) Prevent Recurrence (8) D ocu me n t Results & Recognize Team ( 5 ) I d e n t if y R oot C a u s e C o r r e ct i v e P oss i b l e R oot A ct i ons (6) Verify Co r r e ct i v e Actions 8 D P r o ce s s A R A T R A I NI N G 8 D P r o b l e m S o l v i n g M e t ho d

111. Basic Problem Solving - © 2015 - ARA (Dec 15) (4) 52 Identify Causes (3) Implement Containment (2) Define Problem (1) Form Team (7) Prevent Recurrence (8) Document Results & Recognize Team (5) Identify Root Cause Corrective Possible Root Actions (6) Verify Corrective Actions 8D Process ARA TRAINING 8D Problem Solving Method

112. Basic Problem Solving A R A T R A I NI N G Problem Solving Outline - © 2015 - ARA (Dec 15) 112 Part 1: Overview of Methods (Plan) Problem Solving Principles Contrasting Different Approaches PDCA / 4D & 8D Framework D1 – D2: Form Team & Define Problem Part 2: Step-By-Step Problem Solving (Do) D3: Implement Containment D4: Identify Possible Root Causes D5: Identify Root Cause Corrective Actions Part 3: Problem Solving Wrap-Up (Check & Act) D6 – D8: Verify Corrective Actions, Prevent Recurrence, Document Results & Recognize Team Appendix

113. Basic Problem Solving A R A T R A I NI N G No One Way to Problem Solving Success - © 2015 - ARA (Dec 15) 113 But Some Are Better Than Others Good Ones Have Many Common Elements

114. Basic Problem Solving A R A T R A I NI N G Integrate Different Perspective Data D r i v e n K no wl e d g e Driven Question Driven I n t e g r a t e - © 2015 - ARA (Dec 15) 114

115. Basic Problem Solving - © 2015 - ARA (Dec 15) 115 A R A T R A I NI N G Utilize Simple Tools

116. Basic Problem Solving A R A T R A I NI N G Ask & Answer Simple Questions - © 2015 - ARA (Dec 15) 116 What is The Problem? Why is it a Problem? What Are The Goals? How Long Will it Take to Solve? How Much Will it Cost to Solve? Get Tracked & Managed Like a Project

117. Basic Problem Solving A R A T R A I NI N G Avoid Artificial Constraints - © 2015 - ARA (Dec 15) 117 Constraints Will Always Exist Real Constraints Need to Be Respected, But Also Challenged Where Can Constraints Appear During Problem Solving? How Do You Become Aware & Overcome Constraints? Sub-Conscious Assumed Very Real Constraints

118. Basic Problem Solving A R A T R A I NI N G Fit Method to Problem - © 2015 - ARA (Dec 15) 118 Different Problems May Require Different Approaches Be A d a p t i v e Use as Simple an Approach as Possible

119. Basic Problem Solving A R A T R A I NI N G PDCA: Problem Solving - © 2015 - ARA (Dec 15) 119 Plan (Define Problem, Pick Factors, …) Do (Design / Execute Experiments) Check (Analysis / Verification) Act (Make Conclusion, Define Next Step)

120. Basic Problem Solving - © 2015 - ARA (Dec 15) 120 (2) Define P r ob l e m (1) Form Team (6) Verify C o rr e c t i v e Actions 8 D P r o ce s s A R A T R A I NI N G 8 D P r o b l e m S o l v i n g M e t ho d (3) Implement Co nt a i n me n t ( 5 ) I d e n t if y R oot A ct i ons ( 4 ) I d e n t if y C a u s e C o r r e ct i v e P oss i b l e R oot C a u s e s (7) Prevent Recurrence (8) D ocu me n t Results & Recognize Team

121. Basic Problem Solving - © 2015 - ARA (Dec 15) 121 A R A T R A I NI N G VI. Verify Corrective Actions Demonstrate Effectiveness of Root Cause Fix (Data) Validate Effectiveness Other Actions to Ensure Solution Stability: Equip Mod, Spec Change, PM, Inspection, Audits . . . Monitor Implementation (SPC Control as Appropriate) Eliminate Containment Actions (If Used) Update Specs or Procedures?

122. Basic Problem Solving A R A T R A I NI N G A n a l y s i s - © 2015 - ARA (Dec 15) 122 Simple Graphics Statistical Tests Engineering Interpretation SPC

123. Basic Problem Solving - © 2015 - A R A T R A I NI N G Data Presentation: Problems & Results 1st Qtr 2nd Qtr 3rd Qtr What Does This Mean? …. …. What Should We Do? …. …. 40 30 20 10 4th Qtr Fab T e st A ss e m b ly 1 3 ARA (Dec 15)

124. Basic Problem Solving A R A T R A I NI N G Data Presentation: Plans - © 2015 - ARA (Dec 15) 124 Actual P r o j ec t e d T i me M e t r i c P l a n Entitlement AIP 1 AIP 2 ? AIP 3

125. Basic Problem Solving - © 2015 - ARA (Dec 15) 125 A R A T R A I NI N G Putting It Together Pl a n Entitlement AIP 2 AIP 1 ? A IP 3 Actual Projected Time-Phased Plan D1 D2 Pareto Problem What Who When (Soln) OS CS D1 AIP 1.1 39 43 AIP 1.2 44 D2 AIP 2.1 43 . AIP 2.2 32 41 . DX AIP X.1 51 W 3 s D 3

126. Basic Problem Solving - © 2015 - ARA (Dec 15) 126 A R A T R A I NI N G SPC Overview ■ Process Flow Documentation (Use and/or Expand Flowchart From Problem Solving Work) C r i t i c a l P r o c e s s N od e M a t r i x  P r i o r i t i z e d N od e s G a u g e C a p a b ili t y S t ud y  C a p a b l e & C on t r o l l e d G a u g e s P r o c e s s C a p a b ili t y S t u d y  C a p a b l e & C o n t r o ll e d Process Steps Control Chart & Decision Rule Implementation  Optimized SPC Charts With Appropriate Responses Maintenance & Feedback System  ROI Driven Continuous Improvement

127. Basic Problem Solving A R A T R A I NI N G Capability & Critical Node Matrices Nodal Capability - © 2015 - ARA (Dec 15) 127 Nodal Criticality C a p a b l e p k (C , Z) N o Y e s I n - Control (RV 1-X ) No Y e s Reduce Variation and/or Center Continuous Im p r o ve m e n t as Required Reduce Time D e p e n d e n c e & Excess Variation Reduce Time Dependence Financial C r i t ic a l i t y Unstable Stable Process Robustness C ri t i c a l Non-C ri t i c a l 1 st Priority F ix A S A P 2 nd Priority Continuous Im p r o ve m e n t Per ROI 3 rd Priority Fix Per ROI 4 th Priority Maintain

128. Basic Problem Solving - © 2015 - ARA (Dec 15) 128 A R A T R A I NI N G Control Charts Measurement, # Defective, Etc. Run Chart with Statistically Determined Control Limits UCL UWL Mean L WL LCL Reflects Ability of Monitored Process to Remain in State of Statistical Control; i.e. Aids in Identification of Assignable (Special) or Excess Variation Process Can Be in Control, But Not Capable If Set Up Properly, What Can Be Said About Points Falling Outside Limits?

129. Basic Problem Solving A R A T R A I NI N G PDCA: Problem Solving - © 2015 - ARA (Dec 15) 129 Plan (Define Problem, Pick Factors, …) Do (Design / Execute Experiments) Check (Analysis / Verification) Act (Make Conclusion, Define Next Step)

130. Basic Problem Solving - © 2015 - ARA (Dec 15) 130 (2) Define P r ob l e m (1) Form Team (7) Prevent R e c u r r e n ce 8 D P r o ce s s A R A T R A I NI N G 8 D P r o b l e m S o l v i n g M e t ho d (3) Implement Co nt a i n me n t ( 5 ) I d e n t if y R oot A ct i ons ( 4 ) I d e n t if y C a u s e C o r r e ct i v e P oss i b l e R oot C a u s e s (6) Verify Co r r e ct i v e Actions (8) D ocu me n t Results & Recognize Team

131. Basic Problem Solving - © 2015 - ARA (Dec 15) 131 A R A T R A I NI N G VII. Prevent Re-Occurrence Verify That Corrective Action Was Implemented Correctly & is Being Used Insure Proper Control Systems are In Place Would Self-Audit Discover Similar Problems? Is an Audit Team Necessary? Fix Not Just The Root Cause of The Problem, But Also The Practices That Led to The Problem in The First Place What Modification to Business Process: Systems, Specs, . . . Are Required?

132. Basic Problem Solving A R A T R A I NI N G Prevention Checklist - © 2015 - ARA (Dec 15) 132 Application to Other Areas? Audit Work Procedures, SPC Charts, etc. Update FMEA Upgrade Mistake Proof System as Appropriate Track Results Closely For Appropriate Time Period to Insure Remains in control Document / Specification Update

133. Basic Problem Solving A R A T R A I NI N G F M E A - © 2015 - ARA (Dec 15) 133 Planning / Prevention Tool: Systematic Method of Identifying & Preventing System, Product and/ or Process Problems Before They Occur Focused on Preventing Problems, Enhancing Safety, & Increasing Customer Satisfaction Ideally Conducted in Product Design or Process Development Stages, Although Can Be Applicable to Existing Products or Processes Applications : Product Development: Design, Software, Technology, Test/Product Eng, … Manufacturing: Operations, Process, Equipment, Quality, . . . Specific Types : System FMEA: Applied to Interaction of Parts Design FMEA: Applied to Product Design/Development Process FMEA: Applied to Process Design/Operations Machinery FMEA: Applied to Machinery / Equipment (Ref: Sematech Guide) Use Judiciously, It’s Easy to Overdo FMEA O p t i on a l Topic

134. Basic Problem Solving A R A T R A I NI N G FMEA Implementation - © 2015 - ARA (Dec 15) 134 Utilize The Basic Problem Solving Tools in FMEA Process List Potential Failure Modes Identify Effects of Failure Modes Severity of Failure List Potential Causes of Failure Occurrence: How Many, Where, . . . Recommendation Actions (Capture W3s) & Results Controls Note: In All Cases Important to Document Assumptions

135. Basic Problem Solving - © 2015 - A R A T R A I NI N G FMEA Process Flow DfR Solutions 2011 2 5 ARA (Dec 15)

136. Basic Problem Solving - © 2015 - ARA (Dec 15) A R A T R A I NI N G FMEA Form Identify Failure Modes &Their Effects 2 6 Identify Causes of Failure M o d e s & C o nt r o l s Pri o ri t i z e Determine & A s s e s s A c t i o n s RPN = Severity X Occurrence X Detection

137. Basic Problem Solving - © 2015 - A R A T R A I NI N G FMEA Resource Matrix What Might Go Wrong? How Bad Might The Effect Be? How Might Effect be Prevented, Mitigate or Detected at Earliest Possible Moment … With Lowest Possible Cost & Risk 2 7 ARA (Dec 15)

138. Basic Problem Solving A R A T R A I NI N G M i s t a k e P r oo f i n g - © 2015 - ARA (Dec 15) L ev e l 1 L ev e l 2 L ev e l 3 P h y s i c a l D e v i c e s W a r n i n g D e v i c e s I n s t r u c t i on s Low Medium High M i s t ake - P r oo f i n g E f f e c t i v e n es s Mistake-Proofing Type 2 8

139. Basic Problem Solving - © 2015 - A R A T R A I NI N G Mistake Proof Principles & Tools Mistake Proofing Principles After F.G. Adler, Operational Excellence Consulting, “8D Problem Solving Process ASQ Clinic Feb 2013 Elimination Prevention R e p l ac e m e n t Facilitation Detection Mitigation Mistake Proofing Methods Variation Control Workplace Organization Identification Process Checks Poka-Yoke Devices Mistake Proofing Devices Guide Pins Error Detection & Alarms Limit Switches Sensors Vision Systems Counters & Timers Checklists 2 9 ARA (Dec 15)

140. Basic Problem Solving - © 2015 - ARA (Dec 15) 140 A R A T R A I NI N G Document Mgt Systems Who is R e s pon s i b l e Completion Date Planned Actual Management System Manual Mfg Work Instructions Inspection Work Instructions Process Flow Charts Process Control Plans Design FMEA Process FMEA Gages & Gate Study/Capability Doc Production Part Approval Process (PPAP) Engineering Change Approval Which Document Systems are Appropriate for Situation?

141. Basic Problem Solving - © 2015 - ARA (Dec 15) 141 (2) Define P r ob l e m 8 D P r o ce s s A R A T R A I NI N G 8 D P r o b l e m S o l v i n g M e t ho d Document Results & Recognize Team (8) (1) Form Team (3) Implement Co nt a i n me n t ( 5 ) I d e n t if y R oot A ct i ons ( 4 ) I d e n t if y C a u s e C o r r e ct i v e P oss i b l e R oot C a u s e s (6) Verify Co r r e ct i v e Actions (7) Prevent R e cu r r e nce

142. Basic Problem Solving A R A T R A I NI N G VIII. Summary / Conclusion - © 2015 - ARA (Dec 15) 142 Final Report Communicate Results (Internal & External) Preserve Organizational Learning Learning Post-Mortem? Celebrate Success

143. Basic Problem Solving - © 2015 - ARA (Dec 15) 143 A R A T R A I NI N G Technical (or Quality or …) Report Template Problem Definition: Performance Gap, Temporal Effects, “Geography”, Impact, Priority, … Objective of Current Step/Report Summary / Conclusion: What Was Done : (Containment vs. Root Cause, Did we fix problem?) What It Means / Impact : Technical Implications: Business Implications: W h a t W e ’ re G o i n g t o D o Abo u t I t : ( I n c l u d e A p p r o p r i a te A R s/ W 3 s) Containment: Root Cause: What is Left : How Much More Work Required: How Much Longer it Will Take How Much it Will Cost (as Appropriate):

144. Basic Problem Solving - © 2015 - ARA (Dec 15) 144 A R A T R A I NI N G Technical (or Quality or …) Report Template Schedule (Cycle of Learning, Time/Cycle, Calendar Time) Background History: (As Appropriate) Alternatives Considered: (Which ones were tried, not tried, why; tradeoffs) Solution Path: (As Appropriate) Etc.: Experimental Description: (As required; Design, Execution, Expectation) Results & Discussion: Appendix : (Data as Appropriate)

145. Basic Problem Solving - © 2015 - ARA (Dec 15) 145 ( 4 ) I d e n t if y C a u s e s (3) Implement Co nt a i n me n t (2) Define P r ob l e m (1) Form Team (7) Prevent Recurrence (8) D ocu me n t Results & Recognize Team ( 5 ) I d e n t if y R oot C a u s e C o r r e ct i v e P oss i b l e R oot A ct i ons (6) Verify Co r r e ct i v e Actions 8 D P r o ce s s A R A T R A I NI N G 8 D P r o b l e m S o l v i n g M e t ho d

146. Basic Problem Solving - © 2015 - ARA (Dec 15) 146 A R A T R A I NI N G Best Practices in Problem Solving (It Really Isn’t That Complicated) Describe Problem (With Data) Propose H y p o t h e s e s Test Hypotheses (With Data) Implement Appropriate Fix Clear, Concise Problem Definition Starts With Broad Perspective Gets Alignment Across Organizations Breaks Down Problem Questions Data, Knowledge Base, Assumptions Critically Focuses Data Eliminates Artificial Constraints Drives Convergence & Critical Path Is Self-Correcting Balances Planning & Doing Balances Root Cause Fix & Containment Is Properly Tracked & Progress Communicated Appropriately Documented

147. Basic Problem Solving - © 2015 - ARA (Dec 15) 147 A R A T R A I NI N G Appendix A R A TR A I N I N G

148. Basic Problem Solving A R A T R A I NI N G Plans That Get Approved - © 2015 - ARA (Dec 15) 148 What is The Plan? Why is it Recommended? What Alternatives Were Considered? What are The Goals? How Long Will it Take? How Much Will it Cost?

149. Basic Problem Solving - © 2015 - ARA (Dec 15) 149 A R A T R A I NI N G CA T W O E Clients : Who Are The Beneficiaries or Victims of This Particular System/Problem? (Who Benefits or Suffer From its Operation/Solution?) Actors : Who Are Responsible For Implementation? (Who Would Carry Out The Activities Which Make The System Work / Solve the Problem?) Transformation : What Transformation Does This System Bring About? (What Are The Inputs & What Transformation Do They Go Through to Become Outputs?) Worldview : What Particular Worldview Justifies The Existence of This System/Problem? (What Point of View Makes This System Meaningful?) Owner : Who Has The Authority to Abolish This System or Change Its Measures of Performance or Owns the Problem? Environmental Constraints : Which External Constraints Does This System Take as a Given? http://en.wikipedia.org/wiki/CATWOE#CATWOE

150. Basic Problem Solving - © 2015 - A R A T R A I NI N G Edmond’s Creative Problem Solving Checklist One of Three http://www.problemsolving.net/wrksheet.html 40 ARA (Dec 15)

151. Basic Problem Solving - © 2015 - ARA (Dec 15) A R A T R A I NI N G Edmond’s Creative Problem Solving Checklist http://www.problemsolving.net/wrksheet.html T w o o f Three 4 1

152. Basic Problem Solving - © 2015 - A R A T R A I NI N G Edmond’s Creative Problem Solving Checklist T h r e e of T h r e e 4 2 ARA (Dec 15)

153. Basic Problem Solving - © 2015 - ARA (Dec 15) 153 A R A T R A I NI N G Concept Map For Concept Maps http://cmap.ihmc.us/docs/images/Theory/Fig1CmapAboutCmaps-large.png

154. Basic Problem Solving - © 2015 - ARA (Dec 15) 154 A R A T R A I NI N G Paynter Chart Analysis Guidelines

155. Basic Problem Solving - © 2015 - ARA (Dec 15) 155 A R A T R A I NI N G What If Have So Many Problems, Not Sure Which To Work on First?

156. Basic Problem Solving A R A T R A I NI N G Different Type of Pareto Charts - © 2015 - ARA (Dec 15) 156 Fit Measurement Scale to Problem Get the Time Scale Right Break Down Broad Causes Into Specific Parts Analyze Groupings: Product, Machine, Shift, etc. Measure Impact of Changes: Before & After What Do Different Charts Tell?

157. Basic Problem Solving A R A T R A I NI N G Pareto & Learning Rates - © 2015 - ARA (Dec 15) 157 P r o j ec t e d D e f ec t Rate D 1 D 2 D 3 D 4 Log Defect Actual Time Learning Rate 6 - 10%/Mth Half Life ?

158. Basic Problem Solving A R A T R A I NI N G Consensus Criteria Prioritization Method Agree Upon Goal to Be Achieved Confirmation Step if Using Tree Diagram Clarify: Prioritizing Problem to Work On or Solution to Problem Create List of Criteria to Be Applied to Options Each criterion should reflect desired outcome: - © 2015 - ARA (Dec 15) 158 Resources Pain ROI Effectiveness (Complete?) Sustainable Low Cost To Implement Quick Implementation Impact $ Self- Contained Low Risk Others ??? Construct Matrix Record Options on Matrix Y, Criteria on X

159. Basic Problem Solving - © 2015 - ARA (Dec 15) 159 A R A T R A I NI N G Consensus Criteria Method Prioritize Criteria (X-Axis) Determine Scale: 10X, 2 x , etc.; High Being “Important” or “Good” Determine Weight For Each Criteria (Insure High = “Good”) Review For Consistency of Criteria Weights Score Options Based on a Criteria (Y-Axis) Determine Scale: 10X, 2 x , etc.; High Being “Important” or “Good” Determine Weight For Each Option (Insure High = “Good”) Review For Consistency of Option Rankings Compute Option Score Multiply Option Score By Criteria Weight Compute Total Option Ranking Scores Repeat Steps V and VI For Each Criteria Sum Scores for Each Option Review For Consistency of Option Rankings

160. Basic Problem Solving A R A T R A I NI N G COL: Handling Multiple Tasks - © 2015 - ARA (Dec 15) 160 8 6 4 2 L H M M M H L L H M T1 T2 T3 T4 T5 T6 T7 T8 T9 T10 Ten Tasks – Ten COLs 2 1 5 1 5 L H M M M H L L H M T1 T2 T3 T4 T5 T6 T7 T8 T9 T10 Days Per Cycle Per Task 8 6 4 2 10 Sub-Tasks (or Threads) Require Resolution to Complete Task L H M M M H L L H M T1 T2 T3 T4 T5 T6 T7 T8 T9 T10 Temporal Budget Per Task Batting A ve r a g e ?

161. Basic Problem Solving A R A T R A I NI N G COL: Multi-Level Problem - © 2015 - ARA (Dec 15) 161 5 1 1 5 L H M M M L T 1 T2 T3 T4 T5 Six Tasks in 1 st Level T 6 COL Days/Cycle T o t a l D a y s 1 8 6 4 2 M L H M T1 T2 T3 T4 Four Tasks in 2 nd Level COL Days/Cycle T o t a l D a y s 1 2 1 8 6 4 2 M L T1 T2 Two Tasks in Final Level COL Days/Cycle T o t a l D a y s Three Level Problem, Multiple Tasks Per Level ‘Knowledge Gap’ Reduced Incrementally at Each level