Konichi wa mina san,
First I want thank all my readers. We
now have over 4,000 views in 37 different countries!
One thing that is certain in any
engineer or non-engineer’s life is that there will be problems along the way.
These problems could be as simple as a shipment of parts that’s always arriving
wrong or late to the malfunctioning of a multi-million dollar satellite. In
keeping with Tiachi Ohno’s teaching of, “without standardization there is no
Kaizen”, there should be a systematic way to go about problem solving. This
system needs to be more involved than the simple DMAIC (Define, Measure,
Analyze, Improve, Control) and PDCA (Plan, Do, Check, Act) methodologies. This
problem solving system, developed by TOYOTA, involves both DMAIC (Six Sigma)
and PDCA (Lean) and takes it to another level! Here is how it works:
There are 8 steps that one should
follow to a “T”. Do not skip any steps because if this does not work you do not
want to have to double back and wonder what you missed. One can move on to
another option to solve the problem and proceed to Kaizen. These are the
8 steps:
1. Background
- Relevant background information
- Ease in communication (Can a typical 3rd party relate to the contents?)
2. Clarify the Problem (Problem Definition)
- Clarify the “Ultimate Goal” of your responsibilities and work.
- Clarify the “Ideal Situation” of your work.
- Clarify the “Current Situation” of your work.
- Visualize the gap between “Current Situation” and the “Ideal Situation”
- When identifying a gap; be analytical, quantitative, and detailed (AQD).
Once you have a good idea of what the
gap is, form your team. The reason why I like to form my team so early is
because having experts in the field help with step 1 before moving to step 2
can save a lot of pain and aggravation down the line. Properly identifying the
problem is one of the most important steps! Make sure your team agrees with
your problem definition.
3. Target (Goal) Setting
- Make the commitment.
- BE SMART (Specific, Measurable, Attainable, Relevant, and Timely). I like to use the from what, to what, and by when method of goal setting.
PEER GATE:
Have peers that are not a part of your problem solving team look at what you’re
doing up to this point and get any feedback before moving to the next step. If
management should be kept apprised this is the time to do it.
4. Analysis and Action Items
- Break Down the Problem
- Specify the point of cause by checking the process through “GENCHI GENBUTSU”; which is translated at “GO SEE FOR YOURSELF”.
- Measure how the process is currently as a baseline.
- Measure how the process is after to see if gap is closed.
- Analytic, Quantitative, and Detailed.
- Use Benkei's 7 QC tools as needed. (Data Collection/Check Sheets, Cause and Effect Diagrams, Graphs/flow charts, Pareto Chart, Control Chart, Histogram, and Scatter
- Diagram)
- 5 whys or some type of interview analysis.
- Make sure you can point to the root cause(s)
PEER GATE
5. Develop Countermeasures
Type 5A: Temporary Countermeasures
Can occur anytime in the process to keep process moving or contain the problem to avoidcostly delays but its important to never lose sight of the permanent countermeasure.)
Type 5B Permanent Countermeasures
- Develop as many potential countermeasures as possible. (lifecycle Fault Tree)
- Narrow down the countermeasures to the most practical and effective.
- I like to use the Kepner Tregoe Analysis to make the decision more data driven. (You can e-mail me or ask me in a comment if you need more info)
- Build consensus with others within the team. I like to get a commitment from each member here so there is buy-in. I like to do this to avoid the naysayers later.
- Create a clear and detailed action-plan.
PEER GATE - Have
peers that are not a part of your problem solving team look at what you’re
doing up to this point and get any feedback before moving to the next step. If
management should be kept apprised this is the time to do it.
6. Implement Countermeasures
- Quickly and as a team, implement the countermeasures chosen from the options.
- Share the progress by following the correct reporting, informing, and consulting.
- Never give up! Proceed to the next step quickly.
7. Check (Monitor Results)
- Evaluate the overall results and process used, then share the evaluation with involved members.
PEER GATE – This
one is a little different because the processes have been implemented and it is
time to evaluate before standardizing through the company/center/organization.
a. Evaluate
from the three key viewpoints: Customer, Key Stakeholders, and your own.
8. Standardize Successful Processes
- Structure the successful processes (Standardize)
- Share the new precedent through YOKOTEN (a process for sharing/learning laterally across an organization. It entails copying and improving kaizen ideas that work.
- Reflect on any LESSONS LEARNED during this process.
- Start the next round of KAIZEN.
This problem solving method works and I
do not recommend skipping any steps even if your problem solving seemingly
doesn’t require a step like step 2. Do it anyway because you will be surprised
what comes up in these steps.
This problem solving methodology is
kind of a mix of the formal rigid toll gating style of DMAIC but also has some
informal steps like PDCA. Its important to point out that one shouldn't be a
slave to the process because the point of this methodology is the result not
completing the methodology.
Remember, these problem solving methods
can be used in one’s personal life as well! For example, my roof was leaking
about a month ago and I went through the steps through to completion and now my
roof doesn’t leak! This might sound silly but my team included: my wife, a
former structural engineer friend, an Insurance Inspector, and my dog.
The Peer gates included my mother and a couple friends. Just if you do use it
in your personal life, most of these steps should be informal. Trust me.
Ja Matta Ne!
Scott Lager
