Problem Solving Tools.pptx and basix 7Qc Tools and QCC -12 Steps Problem solving method

Basic Quality Tools

1. Welcome to all

2. Total Quality Management What is TQM ? TQM is the integration of all functions and processes within an organization in order to achieve continuous improvement of the quality of goods and services. Total Qu a li t y : Make up of the whole : Degree of excellence a product or service provides Management : Act, art, or manner of handling, controlling, directing Goal is Customer satisfaction.

3. Total Quality Management Quality is conformance to standards, specifications or requirements : Crosby, 1979 Quality is fitness for use : Juran, 1989 P e t e r s an d W a t e rm an , 19 8 2 Qu a li t y a s e x c e ll e n c e : Quality is concerned with meeting or exceeding customer expectations : Parasuraman, 1985 Quality means delighting the customer : Peters, 1989 What is Quality ? Quality is value : Feigenbaum,1983

4. Types of problem solving processes DMAIC 8D PDCA

5. DMAIC DMAIC  (an acronym for Define, Measure, Analyze, Improve and Control) (pronounced də -MAY-ick) refers to a data-driven improvement cycle used for improving, optimizing and stabilizing business processes and designs.

6. DMAIC D – Define Define  the problem, improvement activity, opportunity for improvement, the project goals, and customer (internal and external) requirements. “What is the problem?” M – Measure Measure  process performance. “How are we doing?” A – Analyze Analyze  the process to determine root causes of variation, poor performance (defects). “What is wrong?”

7. DMAIC I – Improve Improve  process performance by addressing and eliminating the root causes. “What needs to be done?” C – Control Control  the improved process and future process performance. “How do we guarantee performance?”

8. Basic Seven Tools of Quality Fishbone Diagrams Histograms Pareto Analysis Flowcharts Scatter Plots Run Charts Control Charts

9. In 1924 - Shewhart’s control charts Shewhart became the first to recognize the variability was the fact of industrial life. Father of Statistical Quality Control 9

10. 1 Discovered the work of Vilfredo Pareto (1848 - 1923 ) and expanded the Pareto Principle (80 : 20 Rule) Invited J.M.Juran for Managing for Quality in 1954 Quality of the products depends on Man , Machine , Material, Method & Measurement Dr. Juran says Quality as ‘Fitness For Use’ Dr. K.Ishikawa is known as the ‘Father of quality circle’. 3

11. 1949 – Ishikawa Joined JUSE. Invented Cause & Effect diagram / Fish Bone Diagram/Ishikawa Diagram 11 Workers felt easy to arrive Solutions for the causes Worker are happy and formed circle and arrived the solutions

12. PDCA PDCA  (plan-do-check-act, sometimes seen as plan-do-check-adjust) is a repetitive four-stage model for continuous improvement (CI) in business process management. 

13. I mprovement through PDCA P – Identify , Analyse the problems and set Targets D – Develop and Implement the solution C – Check the results A – To hold the gains or Improve further 12 Japan workers not satisfied –Feels threat to their job Deming award & Japanese quality medal introduced.

14. PDCA P – Plan Recognize an opportunity and plan a change. D – Do Test the change. Carry out a small-scale study. C – Check Review the test, analyze the results and identify what you’ve learned. A – Act Take action based on what you learned in the study step: If the change did not work, go through the cycle again with a different plan. If you were successful, incorporate what you learned from the test into wider changes. Use what you learned to plan new improvements, beginning the cycle again.

15. 8D The Eight Disciplines of Problem Solving ( 8D ) is a problem solving methodology designed to find the root cause of a problem, devise a short-term fix and implement a long-term solution to prevent recurring problems.

16. 8D D0: Plan —Plan for solving the problem and determine the prerequisites. D1: Use a team —Establish a team of people with product/process knowledge. D2: Define and describe the problem —Specify the problem by identifying in quantifiable terms the who, what, where, when, why, how, and how many (5W2H) for the problem. D3: Develop containment plan; implement and verify actions —Define and implement containment actions to isolate the problem from any customer. D4: Determine, identify, and verify root causes and escape points —Identify all applicable causes that could explain why the problem occurred. Also identify why the problem was not noticed at the time it occurred. All causes shall be verified or proved, not determined by fuzzy brainstorming. One can use  5 Whys  and  cause and effect diagrams  to map causes against the effect or problem identified.

17. 8D D5: Choose and verify permanent corrections (PCs) for problem/nonconformity —Through preproduction programs, quantitatively confirm that the selected correction will resolve the problem for the customer. D6: Implement and validate corrective actions —Define and implement the best corrective actions. D7: Take preventive measures —Modify the management systems, operation systems, practices, and procedures to prevent recurrence of this and all similar problems. D8: Congratulate your team —Recognize the collective efforts of the team. The team needs to be formally thanked by the organization.

18. Correction – Action to Eliminate a Detected Non- Conformity Corrective Action – Action to eliminate the cause of Detected Non-Conformity Preventive Action – Action to eliminate the cause of Potential Non-Conformity Preventive Action is taken to prevent Occurrence whereas Corrective Action is taken to prevent Recurrence

19. Problem Solving Methodology and Tools & Techniques 19

20. A problem is an obstacle , impediment, difficulty or challenge to achieve a desired goal a state of difficulty that needs to be resolved. a discrepancy between existing and a desired state of affairs. 20 About Problems

21. About Problem Solving Problem Solving is the process of tackling problems in a systematic and rational way. Problem Solving Process 21

22. About Problem Solving Problem Solving is about to identify problems, causes and solution : Thinking Differently -Concepts Talking Differently - Vocabulary Doing Differently -Tools 22

23. Why to solve Problems Problems are solved to improve effectiveness and efficiency of processes become a “World Class Company” improve the customer satisfaction reduce COPQ improve the bottom line measures of the business 23

24. Problem Solving Methodology 24 St e p -1 : St e p -2 : St e p -3 : St e p -4 : St e p -5 : St e p -6 : St e p -7 : St e p -8 : St e p -9 : Identification of Problem (work related Problem) S e l e c t io n o f t he P r o b l e m Definition of Problem Analysis of Problem Identification of causes(Possible) Finding out the Root causes Data Analysis Development of solutions Foreseeing Probable Resistance Step-10: Trial Implementation and check Performance Step-11: Regular Implementation Step-12: Follow up and Review

25. P r o b l e m A n a l y s i s Understanding the problem Critical step of the problem solving is to understand the problem fully as possible in the context in which way it occurs . Understand by what means and ways the problem is creating. Can understand contributors for the problem 25

26. Ste p - 4 : P r o b le m A n aly s i s Step-4b: Understanding the problem Tool used: 4W 1H 4W 1H is a technique used to understand the problem and collect Key Information about the problem It is an amazing tool in different situations where one needs to clarify or understands something in more depth. 26

27. Ste p - 4 : P r o b le m A n aly s i s Step-4b: Understanding the problem What is the problem -- Purpose ( We have to write our problem in detail) Where is it happening -- Place ( On the product/process which location/area the problem is occurring) When is it happening -- Sequence/Pattern ( At what time it is happening/How it is Happening) Who is effected -- Person ( The Persons who are effecting while doing this process) How does it happen & many times -- Means ( How the Problem is Occurring/How many times it is Happening) 27

28. Identification of Possible Causes Tool used : Brain storming, Cause & Effect diagram 28

29. Identification of Possible Causes Brainstorming Methods Free wheeling or Unstructured Slip Method Round Robin or Structured process 29

30. Methods of Brainstorming Brainstorming can be done in three ways Free Wheeling or Unstructured No hold ,no bar (piece) system. No limit on number of ideas at a time. Slip Method When you need the involvement of a large groups this method is essential for earning innovative ideas.ssential

31. 3. Round Robin or Structured Method Gather a group which is willing to work together. Select a leader. A leader is there in Quality Circle. He should have control over the group to encourage ideas. Generally , In Quality circles , we preferred this brainstorming Method.

32. There are four basic rules in brainstorming : No criticism: Criticism of ideas are withheld during the brainstorming session as the purpose is on generating varied and unusual ideals and extending or adding to these ideas. Criticism is reserved for the evaluation stage of the process. This allows the members to feel comfortable with the idea of generating unusual ideas. Welcome unusual ideas: Unusual ideas are welcomed as it is normally easier to "tame down" than to "tame up" as new ways of thinking and looking at the world may provide better solutions. Quantity Wanted: The greater the number of ideas generated, the greater the chance of producing a radical and effective solution. Combine and improve ideas: Not only are a variety of ideals wanted, but also ways to combine ideas in order to make them better.

33. Identification of Possible Causes 33 List out all possible causes for problem Tool used: Cause and Effect Diagram Cause and Effect Diagrams help you to think through causes of a problem thoroughly. A cause-and-effect analysis generates possible causes of problems. This tool provides a means of generating ideas about why the problem is occurring and possible effects of that cause. It allows problem solvers to broaden their thinking and look at the overall picture of a problem. It can reflect either causes that block the way to the desired state or helpful factors needed to reach the desired state.

34. Step-5: Identification of Possible Causes 34 Types of Cause & Effect Diagram Dispersion Method Cause Enumeration Production Process Classification Dispersion Method is simple method where the causes are dispersed under Man, Machine, Method & Material Headers Cause Enumeration is a method where the causes are listed down based on the Effect selected Production Process Classification is a method where all the causes are listed down in the Process Selected

35. 60 S t e p- 5 : Iden t i f i ca t io n o f P o ss ib l e Ca u ses Step-5a: List out all possible causes for problem Tool used: Cause and Effect Diagram M e n Material Method P allet missing rejections Measurement O p e r a t o r f a t i gu e P l a t e s sc r a p s e g r e g a t i o n L a c k o f a w a r e n e s s Untrained operator Un skille d operator kills More bottom paste Paddles improper rotation In s u ff i c i e n t p a s t e feeding Center strip flexibility Plates getting damaged Pasting belt tension variation belt length uneven Improper machine alignment Plate thickness low E n v i r o n m ent M a ch i ne Variation in Air pressure Compressor problem Hopper knurling roller damage Caps screw hitting the roller More width of center strip Insufficient paste feed on grid Improper feeding of the grids Feeder problem CCS water temp.low E n vi r o n m e n t in f lu e n c e P a s t e d ens ity variation Plates damaged at the flash drier Plate traveling Squeezing roller scraper worn out Improper squeezing s L a c k o f

36. Identification of Possible Causes List out Critical Causes Tool used: Ranking method / Cause and effect matrix Po ss ible C a u se s V a lid a tion th r ough D a t a / G em ba ob se r v a tion Cr iti ca l/ N on Critical Man U n t ra i n e d op era t o r s Verified the Past Records Training given to all Operators Non Critical Absenteeism A b se n t ee i s m do e s not Influence the Current Problem Non Critical Lack of knowledge All Operators have required Knowledge based on Skill Matrix Non Critical Wrong parameter setting in MIG machine Machine will alarm if we set Wrong Parameters Non Critical No regular Employees All the Employees are Regular & ARTS Non Critical Method Change over time is high Yes Change Over Time is High due to More Tools Critical More time taken for fixture change Yes No identification of Fixtures Critical 37

37. Finding out the Root causes The technique was originally developed by Sukichi Toyoda and was later used within Toyota Motor Corporation during the evolution of their manufacturing methodologies. Described the why why method as "the basis of Toyota's scientific approach . . . by repeating why five(5) times 38

38. Finding out the Root causes Tool used: Why why analysis 5 whys technique is used to understand/analyse the true root cause of a problem s m a ll g r o up. f o r a n y 5 W h y s quick and simple to do. most effective when brainstorming in a can be used problem or issue Although it is called the technique we get root cause 39

39. D at a A n aly s i s f o r R oo t c a u s es A Pareto chart is used to graphically summarize a n d i s pl a y t h e rel at i v e i m p o r ta n c e o f the difference between groups of data after doing a cause-and effect analysis. The Pareto Principle states that only a "vital few" factors are responsible for producing most of the problems. Tool : Pareto Analysis Pareto analysis is a statistical technique in decision making that is used for selection of a limited number of tasks that produce significant overall effect d s - 40

40. Developing Solutions Identify solution for each root cause through brainstorming Validate feasibility to implement 41

41. Team Acceptance for Solutions implementation Team accepted the solutions for implementation 42

42. Implementation Identify the team responsible for implementation Arrive the schedule for the implementation Fix batch qty for the trial 43

43. Dr.walter Andrew Shehwart , an American Physicist and Engineer and Statistician . He is father of “ Statistical Quality Control” . He joined in western electrical company as an inspection Engineer in Inspection Engineering department , till that time , Quality is just about the removing the defective items from the Finished goods . In 1924, he gave his boss at AT&T, George Edwards, a short note that represent the methodology for creating the control chart. Shehwart’s insist the need of reducing the variation in a manufacturing process.

44. Dr.walter Andrew Shewhart -- Father of Statistical Quality Control. Dr.William Edwards Deming Dr.Joseph Moses Juran Dr.Kaoru Ishikawa Prof.Prasanta Chandra Mahalnobis Crosby Shigeo shingo Taguchi

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