PROBLEM SOLVING TRAINING

1. PROBLEM SOLVING TRAINING

2. Introduction This training will provide an overview to a systematic approach for analyzing problems and eliminating their causes using the PDCA method: PLAN-DO-CHECK-ACT Please switch off cell phones--adequate break times will allow for time to check in. Sign attendance sheet and complete evaluation form during day for handing in at end.

3. Agenda • Change of Attitude - Why? • What is PDCA? - Overview • Introduction to Problem Solving Tools • Problem Definition • Sangenshugi • 5 Why’s • Brainstorming • Ishikawa-Fishbone Analysis • Factor Tree Analysis • Pareto Analysis • Priority Ranking • Consensus Reaching • Verification

4. Quality has to be improved in all areas of Our Company Quality is fundamental to gaining market share • Change ATTITUDE : Let’s be aware THIS IS CLEAR!

5. Change ATTITUDE : We need to focus on 3 key areas: • Taking Responsibility for Quality Issues • Speed of Response to Issues • Logical Approach to Solving Issues • To succeed, our suppliers are key!

6. The Conclusion is that we we need to improve: • ResponsibilitySAN GEN SHUGI for Quality • SpeedQUICK RESPONSE • Logical thinking PDCA - FTA Need Need Need

7. Change ATTITUDE : • San Gen Shugi

8. Auto Quality Matrix Red Project Report AUDIT SYSTEM Co. X 1000 Co. X 5000 5 axes Weekly Report Red Box Control FTA 5 Whys Management PDCA ISHIKAWA QRQC San Gen Shugi GROUND

9. In Japanese culture, San Gen Shugi is a an expression that means: SAN - meaning “3” GEN - meaning “Real” or “Actual” (“3 R’s”: Real Parts, Real Place, Reality) SHUGI - meaning “Ideology” San Gen Shugi is a common-sense approach to problem solving.

10. . . . Applying “Genjitsu” means being realistic, not idealistic. “Genba” means going out on the shop floor to discover the real root causes of problems. And “Genbutsu” refers to real parts, and the way of dealing with non-conformance. One of our first priorities should be “red box” control, that is to say focusing on defective or rejected parts to find the root cause and see what works and what doesn’t. We must use non-conformance parts to learn how to improve and achieve Total Quality. I have only two methodologies: my eyes and my legs. These are all I need to see, to judge, to consider, to decide. This is the basis of “SanGenShugi” . . . Kazuo Kawashima, Co. X Group Quality Director Co. X Info, June, 2002

11. It is critical to use a structured approach to solve problems. If the wrong problem is chosen, the correct root causes are not identified, the solution chosen will not improve the situation, and the problem will recur. The foundation of Problem Solving is to spend time to properly identify and define the problem. Never Assume Solve it Right First Time

14. PDCA “PLAN” Genjitsu – understand what is really happening Why is it necessary to emphasize the importance of reality for production management or indeed, for any kind of management? Because an organization is more than the plant, and the people responsible for design, planning, and operational procedures are often removed from the reality of how things are actually working. The point of the “3 Reals” is that Engineers, Managers, or Designers must understand that just because they have given directions or drawn up plans does not mean that things are happening as they expect in reality. Often, it is Operators on the line, who have had little or no say in the development of the production system, that know better about the reality.

15. PDCA “PLAN” GENBA – going to the actual place Given that people are often removed from reality, it becomes important to go to the GENBA, or actual place where things are happening, to find out what the reality is. Possible translations for GENBA in English are: “shop floor”, “the line”, or “on site”. In the office environment, it means: go to witness the process where it actually happens.

16. PDCA “PLAN” GENBUTSU – checking out the actual item Going to the GENBA is not enough. One must go all the way to the GENBUTSU, or the actual item; the component must be viewed to fully understand the problem. Without looking at the GENBUTSU, no improvement can happen.

20. The “PLAN” stage is normally the longest stage

21. PDCA “PLAN” Definition A Problem Statement should be written based on the available data. The most serious problems are those the Customer experiences.

22. PDCA “PLAN” To fully understand all aspects of a problem, answer the following questions to fully define and quantify the problem. Be OBJECTIVE, not SUBJECTIVE.

24. PDCA “PLAN” Prioritizing – Impact Diagram Most Impact • Identify each option with a number • Plot on graph • Select those in upper right quadrant Most difficult Least Difficult Least Impact

29. PDCA “DO” Straightforward problems may be addressed by Quick Response Quality Control QRQC and then followed up by systemic action. • An operator misses a process step • A machine malfunctions • A connector vibrates loose under test

31. PDCA “DO” Action list with assignments

33. Measure the efficiency by showing PPM level versus target defined Target reached !

34. PDCA

35. So how do we do it? • We need to understand and use the NEW PDCA

36. PDCA is not a tool: it is a MINDSET • applicable in every area Co. X adapted it to make our own Culture and be more logical.

37. “Quick Response” PDCA • When a problem arises , it has first to be addressed with immediate action to protect customer • To do this, we use the Quick Response PDCA

38. Determine the Co. X incident number (used internally for tracking) Define the reference number used by customer Indicate the name of the leader of issue and the function Identify the date the customer notified the problem Define the names of the persons involved with the issue and their function Identify the date the issue was opened

39. Mark what source originated the issue If the issue involves safety and/or regulatory issues mark the “y” box. If not, mark the “N” box Indicate the Co. X Product involved, + part numbers associated with the issue Enter the customer affected and a contact number for the customer If applicable, enter any specific supplier codes, demerits, etc. regarding the problem As descriptive as possible, enter the location of the problem. Indicate the vehicle involved

40. As descriptive as possible, describe the problem. Use the 5W+2H to accomplish this An accurate definition leads to the discovery of the root cause and implementation of right actions.

41. To fully understand all the aspects of a problem get answers to the following questions: WHAT happened? WHY is it a problem? WHEN did it happen? WHO detected? WHERE detected? HOW detected? HOW MANY? What is the problem? Why was if found? SPEAK WITH DATA When was if found? (date, time, frequency) Who experienced it? (customer, Co. X) Where was it found? (in house and/or at customer) How was it found? (Provide measurement) How many were there? How much does it cost? 5W+2H

42. Insert a photo or drawing of the part in question Enter data measuring the problem. These are the CUSTOMER Data

43. Containment The first priority of the team is to contain the problem to protect the Customer. Many times the first step in the containment process is to implement a sorting activity. Quick Response PDCA within 24 HOURS.

44. Enter the sort date for each activity, who conducted the sort and what type of marking was made to the part indicating “good” part Enter the results of any sorting activity at the customer plant, in transport, in the logistics platform, and/or in the Co. X plant. Indicate the number of “no good” NG parts and the number of parts sorted. Make sure That NG parts are split by shift, based on traceability information Enter the dates for both customer line and Co. X line for NG parts and OK parts Enter the date that “contained” product was shipped to the customer Enter the dates of production affected, both from and to. Divide the number of NG parts by the sorted parts to get level of bad parts.

45. Based on sorting activity, we check the performance of each shift Enter data, by shift, showing the results of the sorting activity Add any additional comments, Related to the quality Performance of each site (if a person of one shift has not been trained for example)

46. Determine what immediate actions under Co. X responsibility are to be taken to secure deliveries, include where the action is to take place, the date they are to be completed and who will be responsible for completion Determine what immediate actions are to be taken to correct the customer production line and enter it here, include where the action is to take place, the date they are to be completed and who is responsible for completion Validation must be completed by the Plant Manager, the APU Manager and the Quality Manager. Included is date

47. Find out what the customers’ comments on the immediate counter- measures are and enter the information here. Check to see if the customer is satisfied with the actions and if it has been really protected.

48. The Quick Response PDCA is the first immediate answer. The second step is to understand the root cause of problem and solve it. For this, we have Analysis PDCA. PDCA - PLAN Stage

49. “Analysis” PDCA Indicate the name of the leader of issue and their function Determine the incident number assigned by customer Identify the date the issue was opened Define the document reference number (this is usually the tracking number assigned) Enter the date of the last time the report was updated Define the names of the persons involved with the issue and their function

50. Next, we need to define what must be done. This is a plan of actions in order to organize resolution activity within the Problem Solving Group (PSG) participants For each of the defined categories, enter When the action will take place and Who will is responsible to ensure that the action is completed.