8 Step Problem Solving Method

8-Step
Problem-Solving Method
Step1. Clarify the
Problem
Standard
Step 2. Break
Down the Problem
Gap = Problem
P Step 3. Target
Setting Current
Situation
Step 4. Root Cause
Analysis
Step 5. Develop
Countermeasures Target
Achieved
Step 6. See
Countermeasures
D Through
Step 7. Monitor
Both Results and
C Processes
Step 8. Standardize Result Target
Successful
LAean Systems Processes
Program
-
Learning Goals
• Deepen your awareness of the importance of
the 8 step process to effective problem solving
• Apply the process to your own work situation

during class discussion
• Experience how the A-3 tool communicates the

process thinking
• Apply in the work environment

2
8 Step Problem Solving Process
8 Step Process for Problem Solving
Steps Step Step Step Step Step Step Step Step
Depth 1 2 3 4 5 6 7 8
Zero level
Toyota
Go deeply strength-
on each standardize
step
Complete Root Cause
3
Guiding Principles
Company Culture issue—follow

each step completely
Use steps as a “check-sheet”
4
Guiding Principles
1) Customer viewpoint
Think and act for the customers
**Following process is the customer
5
Guiding Principles
2) Confirm the Purpose of Your Work
Constantly question the purpose

Seek your own answers
Keep the overall goal and purpose
in focus
6
Guiding Principles
3) Ownership and Responsibility
You are responsible for your work success

Take pride in your work
Ask:
“What can we do something
about - how can we improve
our work?”
7
Guiding Principles
3) Ownership and Responsibility
When people detect problems,

Do not blame people
Appreciate people
Lean Systems Program

Guiding Principles
4) Visualization
Make results and data visible
Clarify problems for everyone to see
Information is timely
Data is understandable to the work group

Guiding Principles
4) Visualization
Any variation hints there is a problem:

Variation in the workload
Why is variation
happening?
Team member has trouble
Equipment or parts vary
Key Point: look for early

indicators “near miss” thinking
10

Guiding Principles
5) Judgment Based on Facts
Without guessing or assuming

Go and See
“Get Your Boots on!”
at the work place,
get out of the
meeting room
Investigate
(Genchi Genbutsu)
11

Guiding Principles
6) Think and Act Persistently
Think deeply
Complete each step of problem
solving process
Don’t give up until results meet goal
Good Process=Good Results!
12

Guiding Principles
7) Speedy Action in a Timely Manner
Be adaptable to the work process needs - take
action quickly
Keep at it until TRUE countermeasures
are in place
-that which if implemented prevents
problem from returning
If necessary, use TEMPORARY measures
-when a problem occurs, take action quickly
13

Temporary Measure
Action to stop or contain the problem--can
add necessary extra work to the process
( + $ / + / +  )
• When a problem occurs, take action quickly
• Purpose is to contain the problem, not

solve it
14

Temporary Measure Example
Difference between “Temporary Measure" and “Countermeasures”
Problem
Why? Limit switch not

Machine
over travels
activated Why ?
(Fact)
Limit switch arm is Root Cause
Frozen Why?
(fact)
Limit switch is in
Coolant air flow
(Temporary measure)
Replace the
limit switch
(Countermeasure)
Prevents the shield limit switch
from coolant
recurrence
15

Temporary Measure Matrix
Select the optimal containment action on the following
criteria:
– Simplicity
– Minimal modification to current process
– Time to implement
Option 1 Option 2 Option 3

Simplicity 10 8 7 Rate each
option
Modification 9 10 5 relative to
Time 10 9 7 each other
29 27 17 for each
Sum the score criteria
and select the
option with the
highest score
16

Temporary Measure Implementation Plan
Problem
Identified
Temporary
Identified
Temporary
Implemented
Follow up
Complete
17

Guiding Principles
8) Thorough Communication
Thoroughly and sincerely

communicate
Involve all stakeholders
Japanese concept of
“Nemawashi”
18

Guiding Principles
• Find the problem
• Fix the problem
• Keep the problem from

coming back
19

What Defines a problem in the 8 Step method?
Problems are the path toward improvement
“No one has more trouble than the

person who claims to have no trouble.”
(Having no problems is the biggest
problem of all.)
by Taiichi Ohno
20

A problem is …
The current situation gap to the standard = PROBLEM

• Fact based
• Discovery driven
Standard
Gap = Problem
Current
Situation
21

What Defines a problem in the 8 Step Method?
Non Value Added Work = Waste

Waste is any factor which does not contribute to
the process by adding value. The goal of Lean is
to eliminate any factors which raise cost without
adding value to the product.
22

Motion Overproduction
Inventory
Quality
Defects The 7 Wastes!
Transportation
Waiting
Over Processing
23
Would you like to work in this place?
24

After See normal vs abnormal
Racks and Containers for Small Lot SOP
Andon Cord
Andon Board
Information
Scoreboard
Charts
5-S
Safety
Glasses Foot-printing Floor
On
Walking Aisle
Ergo Aid
Table
25

8 Step Process for Problem Solving
Step1. Clarify the
Problem
Step 2. Break
Down the Problem
P Step 3. Target
Setting
Step 4. Root Cause

Analysis
Step 5. Develop
Countermeasures
Step 6. See
Countermeasures
D Through
Step 7. Monitor
Both Results and
C Processes
Step 8. Standardize
Successful
A
Lean Systems Processes
Program
26
Example of Problem A-3 Report
5 water leaks in the tail light area

27
Example of Problem A-3 Report

28
Step 1) Clarify the Problem
8 Steps Proceedings
(1) Clarify the “Ultimate Goal” of your responsibilities & work

Step 1. (2) Clarify the “Standard” of your work
Clarify the (3) Clarify the “Current Situation” of your work
Problem (4) Visualize the gap between the “Current Situation” and the
“Standard”
29

Ultimate Goal
Important to What is the standard?

the ultimate Standard
goal?
Gap = Problem
Current Visualize
(Make Explicit)
Situation
30

Visualize the gap between the “Current Situation”
and the “Standard”
Defects
Problem
.5 The Standard
.4
Visualize the gap
.3 between the
current
.2 The Current Situation situation and
the standard
.1
Aug Sep Oct Nov

31

Process1. Clarify the “Ultimate Goal” of your responsibilities & work
To provide customers with highly functional

Ultimate Goal and high-quality cars
at reasonable prices in a timely manner
My job’s
purpose To meet customer demand
My work &
Responsibilities To meet Production Plans
32

Example: Step 1
1. Clarify the Problem
Ultimate Goal: Assure TMMK cars meet customer requirement for quality
Standard: Zero audit defects from sealer area
Current Situation: 7 water leaks on 7/28

15
10 7
Gap=7
5
0 0
Actual Standard
33

Example: Step 1

Ultimate Goal: TMs are compensated for work completed and paid timely and fairly
3300
Standard: 100% (3300) of TM’s paychecks are 100 2640
deposited error free
Gap=(20%) 660
80
Current Situation: 80% (2640) of TM’s paychecks 60 80% 100%
are deposited error free 40
20
0
Current Standard
34

Step 2) Break Down the Problem
8 Steps Proceedings
(3) Clarify the “Current Situation” of your work
Clarify the problem (4) Visualize the gap between the “Current Situation” and the
“Standard”
(1) Break down the problem

Step 2. (2) Identify the prioritized problem
Break down (3) Specify the point of occurrence by checking
the problem the process through GENCHI GENBUTSU
35

Step 2: Break Down the Problem
• Formulating a clear, concise statement from your Gap
• The statement describes the difference between the

standard and current situation
• During this step, break the large problem into smaller,

more specific problems
• If you can’t describe it, you can’t solve it!
36

Big Problem
Problem Problem Problem
What
Where
Problem Problem Problem Problem Problem Problem Problem When
Who
Prioritized
Problem
NOT Why!
Prioritized Problem at the Point of Occurrence (PoO)
37

Narrow the problem sufficiently
Classify and quantify
7 Water leaks
1 on Avalon 6 on Camry Vehicle Type
1 in Mohican 5 Tail light 1 side Process
Many water leaks in the tail light Prioritized

Problem
Priority decision: tackle the biggest impact problem FIRST 38

Division points to break down the problem (classify)

Car sales not meeting the target
▪By region ▪By gender
▪By age ▪By month
▪By vehicle model ▪By vehicle type etc.
Not achieving cost targets
 By department (group)  By expenditure type

 By process  By month
 By equipment  By types of cutting tools, etc.
39

Step 2: Break Down the Problem
3% increase in SCRATCHES found on

vehicle at Final Inspection
Classify
And Left=95%
Left Roof=0%
Roof Trunk=0%
Trunk
Quantify Right=5%
Right Hood=0%
Hood
Frt RR
Qtr Pnl=
Door= Door= Fender=0%
5%
80% 15%
80% Window
Prioritized
Frame
Problem 5 % Side
15% Door
Handle Pnl
40

8 Step Problem Solving
(Locate Point of Occurrence)
• The point of occurrence (PoO) is the actual

work element at the physical location where
the problem is first seen
• For example, walk the line back. Check
each work station, until you arrive at the
station where the problem is no longer seen
41

Locate Point of Occurrence (PoO)
Interior (15)
Mutilations
Scuffed (7) Scuffed (4) Scuffed (4)

Center Console Kick Plate Headliner
Prioritized
Problem
Start to
walk line
back
Direction of Assembly Line

Process # 1 2 3 4 5
Center Console Seat Install Center pillar Window install CSA
Install garnish install
Pick seat Set Align Set

Standard Work of Seat Install from back seat seat seat
w/carrier to car to rail to car
PoO 42
Where is Point of Occurrence?
Prioritized Problem at the

Point of Occurrence
Why is Point of
Occurrence important?
For efficient use of

time & effort
43

How to Proceed with Step Two
Big Gap Problem
#=x
1st Action
List all possible
breakdown
classifications
2nd Action # # #
Select highest
potential
classifications # #
to pursue and
# #
quantify
# # PP
Focus
3rdAction Process
Find the PoO at
the process work
element level Work
(standard work step) Elements
PoO 44

Example: Step 2
2. Break Down the Problem
7 Water leaks
1 on Avalon 6 on Camry Vehicle Type
1 in Mohican 5 Tail light 1 side Process
Many water leaks in the tail light Prioritized

Problem
Go and See Investigation for Point of Occurrence
1) Floor Brush--Finish lower seam on end panel
2) Engine Room Finish--Finsh the area just above and below the tail light
1st Engine Engine

Trunk 2nd
Processes Floor Brush Room
Application Room Brush Application
Finish Point of
Occurrence
(PoO)
Finish Hood Finish Rear Finish Finish Finish

Standard Finish Side
Work Corner Hood Mirror Upper end below tail
tail light
Plate panel light
Point of Occurrence
45
Example: Step 2
20% (660/3300) manual checks being issued
Group Leader Error Other Salary Continuation

35% (231/660) 23% (151/660) 42% (277/660)
Time Execution Other STD Not Paid FMLA PTO Not Paid
61% (142/231) 39% (90/231) 30% (83/277) 70% (193/277)
Prioritized Problem
FMLA Process Flow Point of Occurrence (POO)
T/M submits TMR reviews Payroll system T/M received
T/M obtains
form to TMR form - submits updated by paycheck with
FMLA form
by deadline by deadline deadline correct amount
Problem: FMLA paperwork is not received from TMR by the payroll deadline.
46

Step 3) Set a Target
8 Steps Proceedings
(2) Clarify the “Standard” of your work
Step 1. (3) Clarify the “Current Situation” of your work
“Standard”
Break down the problem (3) Specify the point of occurrence by checking the process through
GENCHI GENBUTSU
(1) Make a commitment

Step 3. (2) Set measurable, concrete and challenging targets
Set a target
47

1. Do not merely write down “what to do” as a target
All Employees will participate in cost reduction

activities
The cost of food will be reduced 15% within this calendar year
What How much When
48

2. Do not set up the method as a target
Planning the rotation
All employees will perform 5 evaluations per employee by March end
What How much When
49

<STEP1> <STEP2>
Prioritized Point of
Problem Occurrence
Standard
<STEP3>
Problem
Target
Big
Problem
Problem
Current
Situation
Problem
50

Step 3: Set a Target
All employees can find the 5 common

Improvement
of skills body surface defects by June 30
Improvement in 5 or more suggestions per employee by

KAIZEN mind December 31
100% participation rate for safety activity

Improvement in teamwork by July 31
51

Example: Step 3
3. Target Setting
Target: Eliminate 5 tail light area water leaks on Camry by 7/29
52

Example: Step 3
3. Target Setting
Target: Eliminate 100% late submissions of FMLA forms to meet payroll deadline by
March 2009. (193 of 660 total gap)
53

Example through Steps 1, 2, & 3

54
Example through Steps 1, 2, & 3
Ultimate Goal: TMs are compensated for work completed and paid timely and fairly
3300
Standard: 100% (3300) of TM’s paychecks are 100 2640
deposited error free
Gap=(20%) 660
80
Current Situation: 80% (2640) of TM’s paychecks 60 80% 100%
are deposited error free 40
20
0
Current Standard
20% (660/3300) manual checks being issued
Group Leader Error Other Salary Continuation

35% (231/660) 23% (151/660) 42% (277/660)
Time Execution Other STD Not Paid FMLA PTO Not Paid
61% (142/231) 39% (90/231) 30% (83/277) 70% (193/277)
Prioritized Problem
FMLA Process Flow Point of Occurrence (POO)
T/M submits TMR reviews Payroll system T/M received
T/M obtains
form to TMR form - submits updated by paycheck with
FMLA form
by deadline by deadline deadline correct amount
Problem: FMLA paperwork is not received from TMR by the payroll deadline.
3. Target Setting
Target: Eliminate 100% late submissions of FMLA forms to meet payroll deadline by
March 2009. (193 of 660 total gap)
55
Step 4) Analyze the Root Cause
8 Steps Proceedings
“Standard”
Break down the problem (3) Specify the point of occurrence by checking the process through
GENCHI GENBUTSU

Set a target
1) Examine the Point of Occurrence and think of

possible causes without prejudice
Step 4.
(2) Gather facts through GENCHI GENBUTSU and
Analyze the keep asking “Why?”
Root Cause (3) Specify the root cause
56

Prioritized Problem at the Time for

Point of Occurrence
WHY
Possible Possible Possible Possible Think of all meaningful

cause cause cause cause
possible causes Idle vs. informed
Not a fact Not a fact Not a fact Fact
brainstorming
Possible Possible Possible

cause cause cause Go and See to confirm
Not a fact Not a fact Fact
Possible Possible Repeat

cause cause
Not a Fact
fact
Root cause
57

1) Confirm the situation at the point of
occurrence
– Investigate the potential cause efficiently
– Problem occurs continuously or erratically?
– Problem occurs in repeatable cycles?
– Look at “connecting points” between processes
– Ask: “What has changed?”
58

2) Without any prejudice
Highly skilled employee, so can’t be the cause
Always been this way, so can’t be the cause
I just do/don’t feel this could be the cause
Experiences and intuition are important, but do not

analyze root cause without thinking deeply
59

3) Use “4M1E” to think about possible causes
Man (Human)
Machine
Material
Method
Environment
60

(Example) Bad polishing of painted parts
Man (Human):
Standard work being followed?
Machine:
RPMs correct?
Material:
Correct compound?
Method:
Polishing standard correct?
Environment:
Work place temperature correct?
61

Simply describe the facts

Example : Hand was caught in the clamp
(Why?)
T/M was in a hurry, turned on the switch, then tried

to adjust part after part had shifted
(Why?)
Hand was under the clamp

The clamp moved
62

Example: Welding robot stops in the middle of its operation.
Why?
A fuse in the robot has blown.
Why?
Circuit overloaded.
Why?
The bearings have damaged one another and locked up.
Why?
There was insufficient lubrication on the bearings.
Why?
Oil pump on robot is not circulating sufficient oil.
Why?
Pump intake is clogged with metal shavings.
Why?
Root Cause No filter on pump intake (as designed)
63

How to Proceed with Step 4
Action Items Do These Things
Item 1 Think of all meaningful Use best brainstorming Narrow the list
Brainstorm possible possible causes • Fast paced (combine/eliminate) to
causes • Time limited select possible causes
• Don’t stop to discuss
• Everyone participates
Item 2 Go to work area or bring key Show the narrowed list of
Get input from job people to classroom possible causes
performers start with prioritized Ask: are these real/factual?
problem at point of What are other causes?
occurrence
Item 3 Decide which is factual and Ask why the selected most Repeat at each level until
Select the most within your control likely cause is chosen arriving at root cause – make
likely cause “decision tree”
Item 4 Transfer results from Check logic with “therefore Repeat/do over until logic
Create “why chain” “decision tree” into test” flow is clear to the root cause
apply “therefore “5 Why chain”
test”
Two Products for Presenting Step 4

1. Root cause decision tree (result of brainstorming); be able to explain what was ruled
out as well as what was selected
2. “5 Why Chain,” root cause clearly labeled, with “therefore test” (see slides 63 & 64)
64
Example through Step 4
4. Root Cause Analysis

5 water leaks
Waterleaks oninthe
theleft
tailside
lighttail
area
light
T/M leaving gaps in finish
T/M not turning spatula into the seam
T/M not instructed in proper angle of finish when trained
No specification in STW for proper spatula angle when finishing ROOT CAUSE
*Apply the “therefore” test to check thinking

65

Example through Step 4
4. Root Cause Analysis

FMLA paperwork is not received from TMR by the payroll deadline
Form doesn't pass review
Form was submitted incorrectly
Part "D" not complete
T/M thought HR was to complete
Instructions not clear in Part "D"
*Apply the “therefore” test to check thinking

66

Step 5) Develop Countermeasures
8 Steps Proceedings
“Standard”
Break down the problem (3) Specify the point of occurrence by checking the process
through GENCHI GENBUTSU

Set a target
(1) Examine the point of occurrence and think of possible causes without
prejudice
Step 4. (2) Gather facts through GENCHI GENBUTSU and keep asking “Why?”
Analyze the root cause (3) Specify the root cause
(1) Develop as many potential countermeasures

Step 5. as possible
Develop (2) Select the highest value added countermeasures
countermeasures (3) Build consensus with others
(4) Develop a clear and detailed action-plan

67
Procedure for developing countermeasures
Countermeasure
Countermeasure
Countermeasure
Root Countermeasure
Countermeasure
Cause with the highest value-added
Countermeasure
Countermeasure
Countermeasure
68

Develop as many potential countermeasures as possible
• Think: “what will eliminate the Root Cause”

• Don’t deny potential countermeasures with
preconceived ideas
• Key points when developing ideas
• Clarify the variables/conditions
• What can I change? Get advice from
others
• Are there any previously developed (and
effective) countermeasures
69

Develop as many potential countermeasures as possible
[Root cause]
The pallet storage area is not large enough
Perspective Potential Countermeasure
Where Move to a more spacious place
When Reduce number of pallets by changing conveyance timing
What Make more space by making pallet shape more compact
How Make more space by tidying up pallets
70

Select the highest value added Countermeasures
Evaluate all potential Countermeasures

Consider Question
Effectiveness Does it truly eliminate the Root Cause?
Does it meet the Target?
Cost/Manpower Does it consider cost and time ?
Does it consider the number of people required to
implement/sustain
Risk What are the risks when implementing
Safety? Quality? Workability?
What is the impact on previous or following work
processes?
71

Select the highest value-added Countermeasures
Make an evaluation matrix: Countermeasure for assembling mismatched parts
Risk
Overall judgment
Factors
Technical difficulty
Cost / Man-hour
other processes
Problems to
Quality problem
Expected effort
Safety problem
Workability
Options
Change
parts color
Change
parts shape X X X X X X Good
Acceptable
Change NG
sequence Optimal
of operation
Confirm the facts by interviewing related people and departments 72

Build consensus with others
• Explain and discuss plans with all relevant parties
• Set up a cross functional committee
• Organize the meeting to present the analysis & ideas
• Hold update meetings to share latest info/progress
Present to management for approval to go forward—

A-3 format is a standardized and efficient tool
Note: thru Process step 5, planning phase is completed

73

Develop a clear and detailed action-plan
When creating the action-plan, be sure to clearly identify the four W’s
of the countermeasures
Who – What – Where – When?
Clarify the roles and Clarify the schedule and
responsibilities of people order of actions to
and departments involved implement
(Example)Action Plan
July August September
Action items Operator
1W 2W 3W 4W 1W 2W 3W 4W 1W 2W 3W
Determine the Discuss color
best color for parts
per model A Discuss and decide in a team meeting
Request to prepare
Prepare trial parts Test by using trial parts Confirm test results
B
Report to managers
74

Example: Step 5
Make a Plan
75

Example: Step 5
5. Countermeasure Options & Evaluation
Overall
Options Effectiveness Budget Speed Quality Comments
Assessment
Post clearer -Create awareness of enhancement
instructions on T/M X O O X X -Help T/Ms who review board
board -Not helpful at home
-Would document enhancement as new
Update instructions
on form
O O standard
-Dependent on T/M reading it
-Verbally communicate the enhancement
Have TMR instruct
T/M
O O -Cannot ensure that T/M will remember
the instructions if not written down
Update instructions -Would document enhancement as new
on form along with O O O O Standard while confirming the
TMR communications instructions
76

Step 6) See Countermeasures Through
8 Steps Proceedings
“Standard”

Set a target
prejudice
(1) Develop as many potential countermeasures as possible
(2) Narrow down the countermeasures to the most practical and
Step 5. effective
(3) Build consensus with others
Develop countermeasures
77

8 Steps Proceedings
(1) With all members united, implement
Step 6. countermeasures with speed and persistence
See (2) Share information with others by informing,
countermeasures reporting and consulting
through (3) Never give up, and proceed to the next step
quickly
78

Prompt response from the team
Be persistent
Never give up and act
persistently
Speedy action
together as a
team
Proper checking
Timely
reporting,
informing,
consulting
79

Implement Countermeasures with speed and

Persistence after consensus (Nemawashi) building
1) Concentrate efforts
2) Check progress regularly
“On-the-floor” standup at
the progress boards —
relate to “jishuken” room
80

Step 6) See Countermeasures
Through
Share information with others by informing , reporting and consulting
• Share bad news quickly

•Contingency plans for
unforeseen risks/events
81

Never give up. If you cannot achieve the expected

results, try other countermeasure ideas
1.Planned trial and error is OK
2.Loop back in process if problem develops
3.Importance of the culture—keep

going, don’t pull the plug
4.Correct process = good results!!
82

Example: Step 6
6. See Countermeasure Through
Countermeasure Plan - Train T/M's in correct spatula angle
What Who When Status
Rewrite Standard Work T/L 7/28 100%
Develop
DevelopStandard Work
SWES with Key
Key Points
Points T/L 7/29 100%
Train T/M's T/L 7/30&31 100%
Check for 3 Shifts T/L 8/3 100%
Remove Temp Action T/L 7/30 100%
Additional tracking method - 100%Complete 25% Complete

7. Monitor Both Results and Processes
75% Complete 50% Complete
83

Example: Step 6
6. Action Plan
Timing
Item (What) (When) Resp (Who)
W1 W2 W3 W4 W5 W6 W7 W8
Draft form with clearer instructions TH
Sample T/M response; revise

as needed TH
Consensus/Approval throughout HR RK
Coordinate communication method

with TMR and roll out SE
Progress Checks BJ
84

Step 7) Evaluate Both Results and Processes
8 Steps Proceedings
Clarify the problem (3) Clarify the “Current Situation” of your work
(4) Visualize the gap between the “Current Situation” and the
“Standard”

Set a target
prejudice
effective
Step 5.
Develop countermeasures (4) Develop a clear and detailed action-plan
85

8 Steps Proceedings
(1) With all members united, implement countermeasures with
Step 6. speed and persistence
See countermeasures (2) Share information with others by informing, reporting and
through consulting
(3) Never give up, and proceed to the next step quickly
(1) Evaluate the results and the processes, and

Step 7.
share it with members involved
Evaluate both
(2) Evaluate from three key perspectives:
results customer’s, 8 step’s, and your own
and processes (3) Understand the reasons of success and failure
86

～Evaluate both results and processes and

learn from both success and failure ～
What was
the process?
What was
the result? Did the results and processes
achieve the target?
Evaluation
Evaluation
Evaluation
Customer’s
8 Step ’s Your
Perspective
Perspective Own
Perspective
87

Evaluate results and processes, and share it with stakeholders
1) Evaluate the results

Evaluate whether or not the target was achieved
Target Not
Achieved Achieved
Result Target Result Target
88

Evaluate results and process, and share it with stakeholders
2) Evaluate the process for achieving the results

Did we analyze the What was
true root cause? most effective?
Did we follow the

Problem solving 8
steps completely?
Machine Change
modification Change the
Material
order of
processes
89

Evaluate results and processes, and share it with stakeholders
3) Confirm positive and negative effects

Positive
effects
Repair
Achieved
hours
target
Negative
effects
Cost for
machine
modification
90

Example: Step 7
Tail Light Water Leak Tracking

Tail Light Water Leaks
7/28 5 defects
10 Remove Temp Action
7/29 0 defects
# of defects
8
7/30 0 defects 6
7/31 0 defects 4
8/1 0 defects 2
0
8/2 0 defects
7/28 7/29 7/30 7/31 8/1 8/2 8/3
8/3 0 defects
Date
91

Example: Step 7
250
193
200
150
Number of FMLA forms
100 98
from TMR not meeting 100
payroll deadline
50 20 19
6 0
0
April W2 W3 W4 May W1 W2 W3
W1
Step 7 Expectation
Develop a tracking chart or graph (make the standard/target easy to see
• What data is needed?
• Where do we get the data?
• What is the required time period?
• Who will collect and summarize data?
92

Step 8) Standardize Successful Processes
8 Steps Proceedings
“Standard”

Set a target
prejudice
(2) Gather facts through GENCHI GENBUTSU and keep asking “Why?”
Step 4.
(3) Specify the root cause
Analyze the root cause
Step 5. effective
Develop countermeasures
93

8 Steps Proceedings
(1) With all members united, implement countermeasures with
Step 6. speed and persistence
See countermeasures (2) Share information with others by informing, reporting and
through consulting
(3) Never give up, and proceed to the next step quickly
(1)Evaluate the results and the processes, and share it with members
Step 7.
involved
Evaluate both
results and processes (2)Evaluate from three key perspectives: customer’s, 8 step’s, and your
own
(3)Understand the reasons of success and failure
(1) Set successful processes as new standard

Step 8. (2) Share the new standard (YOKOTEN)
Standardize (3) Start the next round of KAIZEN
successful
processes
94

Procedure for Standardizing successful processes
(1) Successful processes as new standard

Overall
Company
Own work area
standard
(2) Share the new standard (YOKOTEN)
KAIZEN
Standardization YOKOTEN
(3) Start the next round of KAIZEN
KAIZEN
Standardization
YOKOTEN
KAIZEN
Success Standardization YOKOTEN
Implementation
95

Set successful process changes as new Standards
Anyone, anytime, without muda, mura, or muri can

implement the method/standard
< Examples of standardization >
Manual Forms Checklists Flow-chart
96

Share the new Standard ( YOKOTEN)
<Examples of YOKOTEN>
Hard copy or
Electronic
Meeting Circulation
To opposite shift
97

Process 3. Start the next round of KAIZEN
Kaizen
Standardize
Solve one problem KAIZEN

KAIZEN
Repetition of problem solving
KAIZEN
Process to get best result
98

Example: Step 8
8. Standardize Successful Processes
Yokoten: Contact other NAMC's to confirm no problem
Follow-up: Have Pilot add special check for finish angle in Standardized work development
99

Example: Step 8
8. Standardize Successful Processes

Document reason for adding additional instructions to form
Standardize electronic form in database with revision date
Yokoten: Share the new form with other NAMC's by June 30
100

Example: Steps 1-8
5 water leaks in the tail light area

101
Example: Steps 1-8

102
Summary
The 8 Step Process…
A systematic pattern of work that
integrates the wisdom of all “team
members”
resulting in continual growth and
increased job satisfaction
103

8 Step Problem Solving Method

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8-Step

• Apply the process to your own work situation

• Experience how the A-3 tool communicates the

• Apply in the work environment

Complete Root Cause

Company Culture issue—follow

Use steps as a “check-sheet”

Think and act for the customers

**Following process is the customer

Constantly question the purpose

You are responsible for your work success

When people detect problems,

Lean Systems Program

Lean Systems Program

Any variation hints there is a problem:

Key Point: look for early

Lean Systems Program

Without guessing or assuming

Lean Systems Program

Lean Systems Program

Lean Systems Program

• When a problem occurs, take action quickly

• Purpose is to contain the problem, not

Lean Systems Program

Difference between “Temporary Measure" and “Countermeasures”

Why? Limit switch not

Lean Systems Program

Option 1 Option 2 Option 3

Lean Systems Program

Lean Systems Program

Thoroughly and sincerely

Involve all stakeholders

Lean Systems Program

• Fix the problem

• Keep the problem from

Lean Systems Program

Problems are the path toward improvement

“No one has more trouble than the

Lean Systems Program

The current situation gap to the standard = PROBLEM

Lean Systems Program

Non Value Added Work = Waste

Lean Systems Program

Lean Systems Program

Lean Systems Program

Step 4. Root Cause

5 water leaks in the tail light area

Lean Systems Program

Lean Systems Program

(1) Clarify the “Ultimate Goal” of your responsibilities & work

Lean Systems Program

Important to What is the standard?

Lean Systems Program

Aug Sep Oct Nov

Lean Systems Program

To provide customers with highly functional

Lean Systems Program

Standard: Zero audit defects from sealer area