Problem Solving Tools

Problem Solving Tools

PLAN

• Demingg wheel of Improvement

p ACT
People and
teamwork DO

• 5 Why’s ?????
CHECK

• 5W1H
• Brainstorming ?
• Force field analysis FOR AGAINST

• Idea Ranking
• Cause & effect diagrams (Fishbone) Man Method

• Pareto Material Machine

• 8D 60
40
100 %

80

60

• FMEA
40
20
20
0
A B C D E F

Problem Solving Tools 2

The Deming Wheel of Improvement

Understand and measure the

problem/opportunity its root
problem/opportunity,
PLAN causes, develop some
potential solutions and devise
an implementation plan

Establish the new

situation/solution/system as the
standard if the results are
satisfactoryy or take remedial
action if not.
People and
ACT teamwork DO
Putt the
P th plan
l ini tto action
ti as quickly
i kl
and cost effectively as is prudent

Check that the new situation works

and measure against the old
situation or target
CHECK
Problem Solving Tools 3
Problem Solving
The 3 steps to problem solving:
1 Develop a thorough definition of the problem
1.
2. Define the system in which the problem occurs
3. Ask why?y Five times to develop p an event tree
Event trees:
A structured way of identifying all the possible causes of a problem e.g.:
The light won’t come on

No power No bulb Bulb broken

Supply tripped Cable broken Bulb stolen Not fitted Filament blown Smashed

Power surge End of life
d flf

Electricity board Faulty wiring

Asking why 5 times is usually sufficient to find the root causes

Problem Solving Tools 4
The 5 “Why’s”

PROBLEM Scrap parts

WHY Th operator
The t made
d a mistake
i t k

WHY e cchanged
We a ged the
e cu
cutting
g tools
oo s

WHY We changed supplier

WHY He sells cheaper tools

WHY They are inferior quality

Fi d th
Find the roott cause
Problem Solving Tools 5
The 5 “Why’s” (cont’d)

PROBLEM Bolt installed was too short

WHY The operator fitted the wrong bolt

WHY On the other models, we use short bolts

Different designers have

WHY adopted different solutions
There is no standardisation on high
WHY
volume articles in design

WHY It is considered as secondary in

the design process

Find the root cause

Problem Solving Tools 6
The 5 “Why’s” (cont’d)

PROBLEM Operator Slipped

WHY Oil on floor

WHY Machine leaking oil

WHY Seal was broken

WHY Shaft damaged

WHY No Preventative Maintenance

Find the root cause

Problem Solving Tools 7
5W1H I keep six honest serving-men
(They taught me all I knew);
Their names are What and Why and When
And How and Where and Who.
Rudyard Kipling
5W1H Meaning Considerations
Why Why do we need to do it? · Could it be avoided?
(Objective) · Could some of it be left out?
When When does it need to be done? · Could the time frame be changed?
(Ti
(Time fframe, point
i t in
i ti
time)) · C ld th
Could the iimplementation
l t ti ti
time b
be
changed?
Who Who should do it? · Could the person be changed?
(P
(Person) ) · Couldn’tt the same person do it?
Couldn
Where Where should it be done? · Could it be done somewhere else?
(Location, position) · Couldn’t it be done in the same place?
What What do we need to do? · Would any other object/document do?
(Target) · Could the shape/form be changed?
How How ought it to be done? · Is there any other way?
(Method) · Could it be done an easier way?
Problem Solving Tools 8
Rules for Brainstorming

• Choose a facilitator - to scribe

scribe, involve and operate ‘rules’
rules ?
• Define the problem/concern - write it down
• Generate as many y ideas as possible
p -qquantity
y not q
quality
y
• Encourage freewheeling - don’t reject “silly” ideas
• No criticism - evaluate later
• Everyone to participate - take turns if necessary
• Write everything down - don’t edit, keep record
• Let ideas incubate - allow them to ‘hatch’
hatch
• Use pattern breaking methods to unjam
– reverse assumptions – how can we make this worse?
– forcing associations – what is this problem like?
– other perspectives

Think What? Where? When? How much/many?

Problem Solving Tools 9
Brainstorm - ways to make more Money

Problem Solving Tools 10

Selecting Ideas
1. Voting
– each person to choose best three ideas
– record number of times each idea is chosen to identify most popular ideas

2 ‘Pen
2. Pen dots
dots’
– each person to allocate 10 dots across all ideas (maximum 5 dots per idea)
– count up scores for each idea

3. Ranking - ‘High, Medium or Low’ or 1 to 10 or ‘smilies’ ☺

– decide as a group the score for each idea
IDEA: ___________________
– criteria – easiest, best payback, most interesting Criteria 1 Criteria 2
Option 1 ☺☺
O i 2
Option ☺
Option 3 ☺☺☺
….

Problem Solving Tools 11

Selection Matrix
• Assess each idea as a group on
a scale of low to high based on:
High
– the potential benefit gained
– the amount of effort required to
implement the idea
• Mark your assessment of each

efit
Bene
idea on the matrix
• The better ideas are in the top
right
i ht off the
th matrix
ti
Low
High Effort Low

Problem Solving Tools 12

Ranking Ideas Worksheet

Concern:

Weight x rate
eight x rrate
Forces which prevent
Weighting
g

Weighting
g
Forces which help
achievement of

Rating
Rating

achieve the objective

objective
We
W

W
W

R
R

1 1
2 2
3 3
4 4
5 5
6 6

Problem Solving Tools 13

PUGH Matrix - Ranking Method
• List ‘things’ (concepts/projects/ideas) to be evaluated across top
• List
Li CTSs/features
CTS /f down
d left
l f hand
h d side
id
• Rank each ‘thing’ against a standard or datum OR against each
other
PUGH Matrix - Evaluating and Synthesizing Concepts
Put B, W, or S in each cell to represent if concept is
better, worse, or same as the datum concept.

Work this way ---->

Concept/project/idea etc
1 - Design
Import. Function then 2 - Filter then 3 - Filter then 4 - Separate 5 - Ideas tool 6 - Do Nothing
CTSs/Features Rating Merge Separate Merge then Merge then no change .
Fast/Slick Governance Process W B W W W
Fit for purpose D W W W W W
Simple Governance process and not
over engineered A W B W W W
Easy for originator put an idea into
the process T S S W B W
Cost effective process U W B W S W
Fast delivery of IT solution after
Passage through Governance Process
M W S S W S
Process has flexibility to
accommodate changing business
needs / priorities. W S W W W
Provides good feedback &
communication with originator W W W B W
ΣB's 0 3 0 2 0
ΣW's 7 2 7 5 7
ΣS's Problem1Solving Tools 3 1 1 1 14
Cause & Effect Diagrams
(Fishbone or Ishikawa Diagram)

• Define the problem/concern - i.e. the ‘effect’

• Subdivide big gpproblems - tackle each p
part
• Identify main causes - use ‘6M’s’ or other
• Identifyy sub-causes - attach ‘twigs’
g
• Circle biggest causes - rank them using Pareto
MAN METHOD MATERIAL
sub branches
‘twigs’ main branch E
F
trunk F
CAUSES E
C
T

MACHINES MAINTENANCE ENVIRONMENT

Problem Solving Tools 15
Poor Petrol Usage?

Problem Solving Tools 16

Pen will Not Write?

Problem Solving Tools 17

What makes a consistent cup of tea?

Problem Solving Tools 18

 Pareto Diagrams
g - ‘The 80/20 rule’
100 %
60
80
40 60
• Decide which items to study - 20 40
20
causes or effects 0
A B C D E F
• Collect data - check sheets,
SPC, other
PARETO ANALYSIS CALCULATIONS
• Arrange in descending order - DEFECT NUMBER OF CUMULATIVE % CUMULATIVE
biggest first DEFECTS NUMBER
= Cumulative Number x 100%
Total Number
1. Cold Lap 30 30 43%
• Calculate cumulative total and 2. Burn 17 30+17=47 67%
%’age 3. Porosity 10 47+10=57 81%
4. Overlap 5 57+ 5=62 89%
• Draw a bar chart & cumulative 5. Undercut 2 62+2=64 91%
%’age 6. Other (10) 6 64+6=70 100%

TOTAL 70

Problem Solving Tools 19

8D (eight disciplines)
1. Establish and involve ' the team '
2. Describe the problem
3. Introduce interim containment actions
4. Define & verify ' root cause '
5 Verify effectiveness of permanent corrective actions
5.
6. Implement the permanent solution
7. Prevent recurrence on similar products / process
8. Thank ' the team ' - issue feedback

Problem Solving Tools 20

 FMEA
Process or
Product Name:
Responsible:

S O
Key Process
Process Step Potential Failure Mode Potential Failure Effects E Potential Causes C
Input
V C

er?

use
ur?
How Severe is tthe
What is the What is the Key In what ways does the Key What is the impact on the Key What causes the Key Input to

effect to the custome

or FM occu
w often does cau
process step Process Input? Input go wrong? Output Variables (Customer go wrong?
Requirements) or internal
requirements?

How
Prepared by: Page ____ of ____

FMEA Date (Orig) ______________ (Rev) _____________

D R S O D R
Actions
Current Controls E P Resp. Actions Taken E C E P
Recommended
T N V C T N
cause or FM?
How well can you

What are the existing controls and What are the actions Whose What are the completed
procedures (inspection and test) for reducing the Responsible actions taken with the
that prevent either the cause or the occurrence of the for the recalculated RPN? Be
Failure Mode? Should include an Cause, or improving recommended sure to include
SOP number
number. detection? Should action? completion month/year
detect c

have actions only on

high RPN's or easy
fixes.
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