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KEPNERandFOURIE THINKING TECHNOLOGY

KEPNERandFOURIE THINKING TECHNOLOGY. CRITICAL THINKING SKILLS. International representation…. United States of America United Kingdom Germany Spain and Mexico Argentina Turkey China South Africa Saudi Arabia. Thinking Dimensions’ track record….

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KEPNERandFOURIE THINKING TECHNOLOGY

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  1. KEPNERandFOURIE THINKING TECHNOLOGY CRITICAL THINKING SKILLS KEPNERandFOURIE Thinking Technology Gillette SB Plant

  2. International representation… • United States of America • United Kingdom • Germany • Spain and Mexico • Argentina • Turkey • China • South Africa • Saudi Arabia KEPNERandFOURIE Thinking Technology Gillette SB Plant

  3. Thinking Dimensions’track record… • International company with a 19 year track record • Proven approach to“bottom line improvement” • Applied in all industries • Thinking skills for all levels • Used by some of the best known companies world wide • Documented proof of results KEPNERandFOURIE Thinking Technology Gillette SB Plant

  4. Paul Nutt’s Research • Ohio State University • 356 Corporate America Decisions • 228 implemented • Only 90 still in force after 2 years KEPNERandFOURIE Thinking Technology Gillette SB Plant Fisher College of Business, Ohio State University. Prof Paul Nutt

  5. Decisions by decree… • 271 Decisions implemented by decree • 143 (53%) only implemented • Only 10 (7% of 143) successful KEPNERandFOURIE Thinking Technology Gillette SB Plant Fisher College of Business, Ohio State University. Prof Paul Nutt

  6. Decisions through participation… • 85 decisions made through participation. • All 85 were implemented. • 80 (93%) seen as successful after 2 years. KEPNERandFOURIE Thinking Technology Gillette SB Plant Fisher College of Business, Ohio State University. Prof Paul Nutt

  7. Consensus Decision making… • Nature is to compare alternatives against each other. • Recipe for disaster • First sort out the purpose. • Then get the requirements. • Compare alternatives to requirements. A B Requirements KEPNERandFOURIE Thinking Technology Gillette SB Plant

  8. Anatomy of finding Root Cause… • 95% not having the correct people around the table. • Dealing with suspect information • Trial and error rules!! • Average time to resolve is between 3-12 months. • Major Management waste KEPNERandFOURIE Thinking Technology Gillette SB Plant

  9. Anatomy of finding Root Cause… • Using the correct stakeholders the first time. • Dealing with accurate information. • Verification on the spot rules • Average time to solve is one week. KEPNERandFOURIE Thinking Technology Gillette SB Plant

  10. Blame fixing… Event Technical People • Pitfall is to look for the people reason first. • First look for the technical reason – True Cause. • Once verified, now look for the people reason – Root Cause True Cause Devia- tion Root Cause KEPNERandFOURIE Thinking Technology Gillette SB Plant

  11. Anatomy of an ineffective meeting… KEPNERandFOURIE Thinking Technology Gillette SB Plant

  12. Anatomy of an effective meeting… KEPNERandFOURIE Thinking Technology Gillette SB Plant

  13. Comparison… KEPNERandFOURIE Thinking Technology Gillette SB Plant

  14. CauseWise To Find the root/true cause(s) of a technical/performance deviation KEPNERandFOURIE Thinking Technology Gillette SB Plant

  15. CauseWise Demonstration • Read Fine Metals case study • You will ask the questions using your question cards and I will provide prepared answers to it. • Aim is to demonstrate the CauseWise process. • Will do another application after this to practice the process. KEPNERandFOURIE Thinking Technology Gillette SB Plant

  16. Steps in CauseWise Determine Problem Statement Clarify Problem Detail Is But Not Why (Not) Differences Changes Generate Causes Confirm True Cause Testing Verification KEPNERandFOURIE Thinking Technology Gillette SB Plant

  17. Object Painted units Corner Units Window Corner Units Fault Rejected Paint Problems Rough spots and fish eyes PROBLEM STATEMENT KEPNERandFOURIE Thinking Technology Gillette SB Plant

  18. CLARIFY PROBLEM DETAIL KEPNERandFOURIE Thinking Technology Gillette SB Plant

  19. CLARIFY PROBLEM DETAIL KEPNERandFOURIE Thinking Technology Gillette SB Plant

  20. CLARIFY PROBLEM DETAIL KEPNERandFOURIE Thinking Technology Gillette SB Plant

  21. CLARIFY PROBLEM DETAIL KEPNERandFOURIE Thinking Technology Gillette SB Plant

  22. CLARIFY PROBLEM DETAIL KEPNERandFOURIE Thinking Technology Gillette SB Plant

  23. CLARIFY PROBLEM DETAIL KEPNERandFOURIE Thinking Technology Gillette SB Plant

  24. CLARIFY PROBLEM DETAIL KEPNERandFOURIE Thinking Technology Gillette SB Plant

  25. CLARIFY PROBLEM DETAIL KEPNERandFOURIE Thinking Technology Gillette SB Plant

  26. CLARIFY PROBLEM DETAIL KEPNERandFOURIE Thinking Technology Gillette SB Plant

  27. CLARIFY PROBLEM DETAIL KEPNERandFOURIE Thinking Technology Gillette SB Plant

  28. CLARIFY PROBLEM DETAIL KEPNERandFOURIE Thinking Technology Gillette SB Plant

  29. CLARIFY PROBLEM DETAIL KEPNERandFOURIE Thinking Technology Gillette SB Plant

  30. CLARIFY PROBLEM DETAIL KEPNERandFOURIE Thinking Technology Gillette SB Plant

  31. CLARIFY PROBLEM DETAIL KEPNERandFOURIE Thinking Technology Gillette SB Plant

  32. CLARIFY PROBLEM DETAIL KEPNERandFOURIE Thinking Technology Gillette SB Plant

  33. CLARIFY PROBLEM DETAIL KEPNERandFOURIE Thinking Technology Gillette SB Plant

  34. Pattern CONTINUOUS PERIODIC SPORADIC KEPNERandFOURIE Thinking Technology Gillette SB Plant

  35. CLARIFY PROBLEM DETAIL KEPNERandFOURIE Thinking Technology Gillette SB Plant

  36. CLARIFY PROBLEM DETAIL KEPNERandFOURIE Thinking Technology Gillette SB Plant

  37. CLARIFY PROBLEM DETAIL KEPNERandFOURIE Thinking Technology Gillette SB Plant

  38. Sequence of Events • What was happening to the object in its sequence of events when the fault was first noticed? • When in the life cycle of the object was the fault first noticed? KEPNERandFOURIE Thinking Technology Gillette SB Plant

  39. CLARIFY PROBLEM DETAIL KEPNERandFOURIE Thinking Technology Gillette SB Plant

  40. CLARIFY PROBLEM DETAIL KEPNERandFOURIE Thinking Technology Gillette SB Plant

  41. CLARIFY PROBLEM DETAIL KEPNERandFOURIE Thinking Technology Gillette SB Plant

  42. Generate Possible Causes • New employees cannot handle the higher production volume and therefore do not do the paint spraying properly. KEPNERandFOURIE Thinking Technology Gillette SB Plant

  43. Generate Possible Causes • New employees cannot handle the higher production volume and therefore do not do the paint spraying properly. • Washing tanks on Line 2 not cleaned properly, leaving dirt behind on the corner unit surfaces. KEPNERandFOURIE Thinking Technology Gillette SB Plant

  44. Generate Possible Causes • New employees cannot handle the higher production volume and therefore do not do the paint spraying properly. • Washing tanks on Line 2 not cleaned properly, leaving dirt behind on the corner unit surfaces. • Washing liquid getting contaminated towards the end of the wash cycle, not cleaning the surfaces properly. KEPNERandFOURIE Thinking Technology Gillette SB Plant

  45. Test for Root Cause KEPNERandFOURIE Thinking Technology Gillette SB Plant

  46. Test for Root Cause KEPNERandFOURIE Thinking Technology Gillette SB Plant

  47. Test for Root Cause KEPNERandFOURIE Thinking Technology Gillette SB Plant

  48. Recording Assumptions • No: It rather explains the “running” fault. KEPNERandFOURIE Thinking Technology Gillette SB Plant

  49. Test for Root Cause KEPNERandFOURIE Thinking Technology Gillette SB Plant

  50. Test for Root Cause KEPNERandFOURIE Thinking Technology Gillette SB Plant

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