009667 steps for continous improvement.ppt

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1、7-Step ProcessforContinuous Improvement,prayerclairvoyance,copyimitationtheftconsultation,delegationnegotiationjust waitingdeceivinghidinglyingpassing-the-buckconfusingfinger pointingtransferring,randomtrial-and-errorguessaccidentchanceluck,systematic,gut feel,the insinnovation insightinventioninspi

2、rationintuitioninstinct,other world,others,real world,inner self,PROBLEM,Options to Problem Solving,PDCA and the 7 Steps,PDCA,7 Steps,7 QC Tools,PLAN,1.Select a theme,2.Collect data,3.Analyze causes,Checksheet,graph,histogram,scatter,diagram,Pareto,diagram,cause-and,-,effect diagram,flowchart,DO,4.P

3、lan and implement,solution,Flowchart,CHECK,5.Evaluate effects,Checksheet,graph,histogram,scatter,diagram,Pareto diagram,cause-and,-,effect diagram,ACT,6.Standardize,7.Reflect on process,Flowchart,(provides repetition),(provides process),(provides tools),run chart/control chart,CAUSE&EFFECT DIAGRAM I

4、SHIKAWA,The Basic Tools,HISTOGRAM,LEVEL OFTHOUGHT,2.COLLECT,DATA,3.ANALYZE,CAUSES,EXPLORE,ESSENTIALS,FORMULATEPROBLEM,4.PLAN,SOLUTION AND.,IMPLEMENT,DATA I,DATA II,DATA III,5.EVALUATE,EFFECTS,1.SELECT,THEME,6.STANDARDIZE,7.REFLECT ON,PROCESS,SENSE A,PROBLEM,LEVEL OF EXPERIENCE,Step 1:Theme Selection

5、,Step 1:Theme Selection,Focus on weaknessThoroughly explore the problemCarefully select the themeClearly state the theme,Focus on Weakness,Weakness is difference between current situation and targetWeakness orientation focuses on eliminating weakness as basis of improvement(closing the gap)Focus on

6、facts,processes,and root causes,Current,Target,Weakness,Customerneed,Actual performance,Weakness,Thoroughly Explore the Problem,Understand the context for problem solvingConsider process discoveryUnderstand the customer“What am I providing my customer?”“What will satisfy my customer?”Understand the

7、process“What am I doing?”“How am I doing it?”“Jump-Up”and ask“Why am I doing this?”,Carefully Select the Theme,Consider these issues:Difficulty of situationSense of achievement to be gainedUrgency/impactQuickness of solutionTheme should:Have challenging goals;not too challengingBe importantCreate se

8、nse of urgencyBe solvable in fairly short timeframe(3-4 months is best)Motivate team membersFoster continuous improvement,Theme Selection Matrix,LOW,=,=,MEDIUM,=,HIGH,Possible symbols to use:,THEME 1,THEME 2,THEME 3,THEME 4,Selection Criteria,.,Possible,Themes,Urgency,Ease of Data Collection,Ease of

9、 PotentialImplementation,Speed ofImplementation,Benefit toCustomer,Clearly State the Theme,Have weakness orientationHave market-in orientationState as a problem,not a solutionState in terms of results,not a solutionState as a single problem,not severalChoose words carefullyWell-definedProper level o

10、f abstractionMulti-valued orientation,Strengths/Weaknesses Chart,STEP,STRENGTHS,WEAKNESSES,Step 1:Theme Selection-Reflection,Case Study,Step 2,Step 3,Step 4,Step 5,Step 6,Step 7,Step 1,Theme Selection,7 StepCase Study,Step 2:Data Collection&Analysis,LEVEL OF EXPERIENCE,LEVEL OF THOUGHT,7.REFLECT ON

11、PROCESS,6.STANDARDIZE,5.EVALUATE EFFECTS,IMPLEMENT,3.ANALYZE CAUSES,2.COLLECT DATA,4.PLAN SOLUTION AND.,1.SELECT THEME,EXPLORE ESSENTIALS,FORMULATE PROBLEM,SENSE A PROBLEM,DATA I,DATA III,DATA II,Step 2:Data Collection and Analysis,Define your data collection processData appropriate to processMulti-

12、variable data(4Ws)Analyze the dataStratification(4Ws)GraphicsFocus on deviationDraw a logical conclusionBased on factsFocus on vital fewUse standard tools,Frequently Used Data Collection Tools,Checksheet,A checksheet is a tool for systematically collecting data or tabulating collected dataTypes of i

13、nformation:Data collection process(e.g.,date,time,collectors name)Variables associated with the defects(e.g.,product type,machine number,shift)Type of defect,Pareto Diagram,Conclusion:Time customer waits before order is taken is largest source of customer complaint.,Step 2:Data Collection-Reflection

14、,HOW WAS DATA COLLECTED?,-WAS THE SAMPLE SIZE,SUFFICIENT?,-WAS A CHECKSHEET USED?,-IS THE DATA MULTI-VARIABLE?,WAS THE METHODOLOGY,DOCUMENTED?,IS THE DATA APPROPRIATE TO THE PROCESS,WAS THE DATA STRATIFIED,TO HELP FOCUS THE DATA,COLLECTION?,WERE THE TOOLS CORRECTLY,USED AND PRESENTED?,WERE LOGICAL C

15、ONCLUSIONS,DRAWN FROM THE DATA?,COMMON,MISTAKES,NON RAW DATA WAS USED,SAMPLE N LESS THAN,50 OR MORE THAN 100,SINGLE VARIABLE DATA,DATA NOT STRATIFIED,PARETO NOT USED,TOOLS USED INCORRECTLY,PARETO DRAWN INCORRECTLY:,-POORLY LABELED,-GAPS BETWEEN BARS,-MISSING UNIT OR CUM%,SCALES,-BAR TO ADDRESS NOT,H

16、IGHLIGHTED,-CONCLUSIONS NOT STATED,NO CONCLUSION MADE,REFLECTION,QUESTIONS,Case Study,Step 2,Step 3,Step 4,Step 5,Step 6,Step 7,Step 1,Data Collection&Analysis,7 StepCase Study,LEVEL OFTHOUGHT,3.ANALYZE,CAUSES,EXPLORE,ESSENTIALS,FORMULATEPROBLEM,4.PLAN,SOLUTION AND.,IMPLEMENT,DATA I,DATA II,DATA III

17、,5.EVALUATE,EFFECTS,1.SELECT,THEME,6.STANDARDIZE,7.REFLECT ON,PROCESS,SENSE A,PROBLEM,LEVEL OF EXPERIENCE,Step 3:Causal Analysis,Step 3:Causal Analysis,Create cause-and-effect(Ishikawa)diagram from ParetoInvestigate causes thoroughlyDraw understandable conclusions,Paretodiagram,G,F,E,D,C,B,A,H,150,1

18、00%,Cause-and-effect diagram,From Pareto to Cause-and-Effect Diagram,(Conclusion),Why,defects?,1st Why,2nd Why,3rd Why,4th Why,5th Why,Policies,Procedures,People,Plant,A,B,D,C,Ask“why”5 times4Ms and 4Ps,Constructing the Cause-and-Effect Diagram,Enumerate possible causesEvaluate for completeness and

19、to determine strength of root cause(s)Verify existence of root cause(s),Guidelines For Generating PossibleCauses(Factors),State answers clearlyUse modifiersPast tenseMulti-valued statement where possibleOne idea/cause per statementAnswer“why”question with a causal answer(avoid categorization)Explore

20、 the meaning of answers deeplyDont accept without understandingReword answers appropriatelyReformat branches if necessaryAdd new data to diagram over time if possible,Guidelines For Group Participation,Accept one idea at a timeAccept all ideasNo debate-ask questions for clarification only-rewrite la

21、bels to incorporate the clarificationUse a consistent methodical approach,Ensure construction is completeDetermine which root causes to verifySTEP#1A.Starting at each root cause,work up the chain of cause and effectB.Where the logic breaks down or is incomplete,amend by restating and/or adding new a

22、nswersSTEP#2A.Starting at the root cause,evaluate the impact on the effect at the head of the fishbone-evaluate and indicate the strength of all the causes.Rank the causes(low-med-hi)B.For all high impact causes,repeat“A”,if necessary,to identify the vital few rootC.Choose measurable root causes to

23、verify,Evaluating the Cause-and-Effect Diagram,Verifying Root Causes,Collect data on root causesUse run charts,Paretos,graphs,scattergrams,etc.to determine strength of correlation between root cause and problemIf verification fails to validate choices,return to diagram and choose new root causes to

24、verify,Step 3:Causal Analysis-Reflection,COMMON,MISTAKES,IS THE ISHIKAWA EFFECT,TAKEN FROM THE PARETO?,WERE ENOUGH POSSIBILITIES,FOR THE CAUSES(MAJOR,ONES)INVESTIGATED?,-4 Ps OR 5 Ms CONSIDERED-ASKED WHY 5 TIMES,DID THE DATA WARRANT MORE,THAN ONE FISHBONE?,HOW WERE CONCLUSIONS,REACHED?WAS THERE AN,E

25、VALUATION?,WERE THE CONCLUSIONS,VERIFIED?,IS THERE A SEPARATE,CONCLUSION FOR EACH,FISHBONE?,NO RELATIONSHIP TO STEP,2(PARETO),NOT FOCUSED ON ONE,EFFECT,HEAD OF FISHBONE,DOESNT START WITH,WHY,HEAD OF FISHBONE IS NOT,AN EFFECT,ISHIKAWA DRAWN,INCORRECTLY:,-HEAD NOT ON RIGHT,-MAJOR BRANCHES NOT,BOXED,-M

26、AJOR BRANCHES NOT,DRAWN FROM LEFT TO,RIGHT ANGLE,-TOO THIN(ASKED WHY,ONLY 1-3 TIMES),-ROOT CAUSES NOT,HIGHLIGHTED,VERIFICATION METHODS,AND DATA NOT PROVIDED,REFLECTION,QUESTIONS,Case Study,Step 2,Step 3,Step 4,Step 5,Step 6,Step 7,Step 1,Causal Analysis,7 StepCase Study,LEVEL OFTHOUGHT,2.COLLECT,DAT

27、A,3.ANALYZE,CAUSES,EXPLORE,ESSENTIALS,FORMULATEPROBLEM,IMPLEMENT,DATA I,DATA II,DATA III,5.EVALUATE,EFFECTS,1.SELECT,THEME,6.STANDARDIZE,7.REFLECT ON,PROCESS,Step 4:Solution Planning&Implementation,SENSE A,PROBLEM,LEVEL OF EXPERIENCE,Step 4:Solution Planning and Implementation,Select and plan soluti

28、onImplement solution,Select Solution and Plan Implementation,Focus on the primary root causesFocus on solution which you can implementDont try to fix everything at onceInvolve those who will be affectedRun a controlled experiment(pilot),Selecting a Solution to One Root Cause,PRIMARY,ROOT CAUSE:_,Sel

29、ection Criteria,1,2,3,n,MEDIUM,2,OR,3,HIGH,3,OR,5,=,=,=,LOW,1,POSSIBLE,SCORING,SCALES:,SCORING,VALUES,AlternativeSolutions,Feasability,Effectiveness,Total,Evaluating Problem-Solving Difficulty,Equipment,Methods,HumanBehavior,You&,Others,MODERATELY,DIFFICULT,MODERATELY,DIFFICULT,VERYDIFFICULT,You,DIF

30、FICULT,EASY,EASY,Others,DIFFICULT,DIFFICULT,VERY,DIFFICULT,Area of Problem,Data Collection/Potential SolutionImplementation,Solution Implementation,Use the 4Ws,1H chart,Step 4:Solution Planning&Implementation-Reflection,COMMON,MISTAKES,DOES THE SOLUTION ADDRESS,THE ROOT CAUSE(S)?,IS THE SOLUTION A R

31、EVERSE,OF THE ROOT CAUSE(S)?,WERE ALTERNATIVE,SOLUTIONS CONSIDERED?,CAN THE SOLUTION BE,CARRIED OUT BY THE TEAM?,WHERE THOSE WORKING AT,THE SITE INVOLVED IN THE,SOLUTION PLANNING?,IS THE IMPLEMENTATION PLAN,DETAILED?,-WHAT,WHEN,WHERE,WHO,HOW,WAS SOLUTION PILOTED?,WAS QUICK FEEDBACK,OBTAINED AND ANAL

32、YZED?,DOES MANAGEMENT ACCEPT,THE SOLUTION?,NO SITE INVOLVEMENT IN,SOLUTION,NO IMPLEMENTATION PLAN,ONLY ONE SOLUTION EXPLORED,NO EXPERIMENTS CONDUCTED,QUICK FEEDBACK NOT OBTAINED,SOLUTION NOT LOCAL,SOLUTION NOT DOCUMENTED,MATRIX OR TREE NOT USED,FOR DETAILED SOLUTIONS,REFLECTION,QUESTIONS,Case Study,

33、Step 2,Step 3,Step 4,Step 5,Step 6,Step 7,Step 1,Solution Planning&Implementation,7 StepCase Study,LEVEL OFTHOUGHT,2.COLLECT,DATA,3.ANALYZE,CAUSES,EXPLORE,ESSENTIALS,FORMULATEPROBLEM,IMPLEMENT,DATA I,DATA II,DATA III,5.EVALUATE,EFFECTS,1.SELECT,THEME,6.STANDARDIZE,7.REFLECT ON,PROCESS,SENSE A,PROBLE

34、M,LEVEL OF EXPERIENCE,Step 5:Evaluation of Effects,Step 5:Evaluation of Effects,Confirm improvement(before-and-after comparison)Evaluate all subsequent effectsMeasure improvement gains over time,8,0,6,0,2,0,4,0,A,B,C,D,E,O,t,h,e,r,s,C,B,A,D,E,O,t,h,e,r,s,4,0,6,0,8,0,0,1,0,0,%,160,150,100,50,100,150,

35、100,50,Total Effect“X Fewer Defects”,Effect onRoot Cause“Y Fewer Defects”,Sept.1-Oct.31,June 1-July 31,2,Before-and-After Pareto Diagrams,Measure Improvement Gains Over Time,Teams should continue to track improvement even after they evaluate the pilotA run chart is an excellent way of displaying inc

36、idents of defects over time,Step 5:Evaluation of Effects-Reflection,COMMONMISTAKES,DID THE TEAM SHOW THE,EFFECT BY COMPARING TO THE,PARETO IN STEP 2?,IS THE TOTAL EFFECT OF THE,SOLUTION QUANTIFIED?,IS THE EFFECT SHOWN OVER TIME,ARE THE TANGIBLE/INTANGIBLE,EFFECTS DOCUMENTED?,PARETO NOT USED TO,SHOW

37、EFFECTS,PARETOs NOT SHOWN,SIDE BY SIDE,EFFECTS NOT,HIGHLIGHTED ON,PARETO,WRONG SCALES ON,PARETO,TANGIBLE/INTANGIBLE,EFFECTS CHART NOT,SHOWN,REFLECTIONQUESTIONS,Case Study,Step 2,Step 3,Step 4,Step 5,Step 6,Step 7,Step 1,Evaluation of Effects,7 StepCase Study,LEVEL OFTHOUGHT,2.COLLECT,DATA,3.ANALYZE,

38、CAUSES,EXPLORE,ESSENTIALS,FORMULATEPROBLEM,IMPLEMENT,DATA I,DATA II,DATA III,5.EVALUATE,EFFECTS,1.SELECT,THEME,6.STANDARDIZE,7.REFLECT ON,PROCESS,Step 6:Standardization,SENSE A,PROBLEM,LEVEL OF EXPERIENCE,Step 6:Standardization,Revise the standard(4Ws,1H,1C)Create a process to detect future problems

39、,Revise the Standard,Involve workers affectedWhatDocumentationSpecificationsPoliciesFlowchartsWhenWhereWhoHowCheckImplementation of new standardMaintenance of gains,Step 6:Standardization-Reflection,Case Study,Step 2,Step 3,Step 4,Step 5,Step 6,Step 7,Step 1,Standardization,7 StepCase Study,LEVEL OF

40、THOUGHT,2.COLLECT,DATA,3.ANALYZE,CAUSES,EXPLORE,ESSENTIALS,FORMULATEPROBLEM,IMPLEMENT,DATA I,DATA II,DATA III,5.EVALUATE,EFFECTS,1.SELECT,THEME,6.STANDARDIZE,Step 7:Reflection on Process/Next Problem,SENSE A,PROBLEM,LEVEL OF EXPERIENCE,Step 7:Reflection,Analyze strengths and weaknessesDetermine next

41、 problemDocument QI story,Analyze Strengths and Weaknesses,Identify the critical difficulties during the process-using the tools,etc.Identify the critical strengthsIdentify the key things the team would do differentlyIdentify what key things the team(or team members)needs to learn to improve the Sev

42、en Step Process,Document QI Story,Standard presentation formatPresented to managementDiagnosed by managementGuidelines for developingAbout 15-25+overheadsNarrative of 4+pages with relevant backup informationLogical flow from Step 1-7(regardless of teams actual progress),Checklist for the QI Story,St

43、ep 1.Theme SelectionState a market-in theme with clear targets-explain why its important in terms of cost and/or customer satisfactionShow that theme relates to ongoing processesShow that the specifics of the methods used are describedShow data(e.g,graphs,Paretos)Assume audience is a customer not fa

44、miliar with your business and does not understand the problem-draw flowcharts,define terms show pictures,etc.Step 2.Data Collection&AnalysisExplain method of data collection,#of data points,etc.Show check sheetShow that the data was analyzed focusing on stratification,graphing and deviationStep 3.Ca

45、usal AnalysisShow cause-and effect diagrams that relate to the problem area indicated in Pareto.Highlight the root cause(s)State a clear conclusionExplain how team verified that root cause was real.Show Paretos,scattergrams if appropriate,Checklist for the QI Story,Step 4.Solution Planning and Imple

46、mentationShow solution selectionShow“4 Ws&1 H”chartIdentify any deviation from plan implementationStep 5.EvaluationShow before and after ParetoShow other charts indicating change in defect levels(e.g.run charts)Show tangible/intangible benefits chartStep 6.StandardizationShow“4 Ws&1 H&1 C”standardiz

47、ation plan chartShow control charts/run graphs to demonstrate the holding of the gainsShow how future problems will be detectedStep 7.ReflectionShow performance against plan in Gantt chartIdentify what steps/tools worked well and worked poorlyDiscuss what team learned about the process,what they wou

48、ld do differentlyComplete the narrative to accompany QI story,Case Study,Step 2,Step 3,Step 4,Step 5,Step 6,Step 7,Step 1,Refelction on Process,7 StepCase Study,7 Steps Summary,7.Reflect on Process,yes,No,Strong?,1.Select Theme,6.Standardize_4Ws 1H 1C,4.Plan Solution and_4Ws 1H,Explore Problems_Cust

49、omer QuestionsProcess Flow ChartSelection Matrix&DataCollection,2.DataCollection_Checksheet,Run Chart,Pareto,3.CausalAnalysis_Pareto,Ishikawa,5.EvaluateEffects_Pareto,RunChart,ProblemStatement,ImplementSolution,KJ,Level ofThought,Level ofExperience,DATA I,DATA II,DATA III,7 Step Problem Solving Proc

50、ess,Diagnostic Steps,Step,Purpose,Activities,Critical Output,7 Step Problem Solving Process,Remedial Steps,Study Example,Title:24V at SNMP port pin 3-low Product Family:Smart-UPS Affected Plant:W.Kinsgston Problem Class:Line Process,Design Urgency:2:Major Yield Problem7-Step Process SummaryProblem:T