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IMPROVEMENT TEAM MEMBERS
LEADER
TITLE
STEP 1 PROBLEM CLARIFICATION Current Condition
1 2
3 4
STEP 7a
Problem Identification / Information WHO WHEN WHERE WHAT HOW OTHER STEP 2 HOW WHERE STEP 3 & 4 CONTAINMENT
Customer Customer Process Process Other Other
Therefore
WHY ?
WHO WHEN
Customer Customer
Process Process
Other Other
Therefore
WHY ?
Therefore
WHY ?
Therefore
WHY ?
Therefore
WHY ?
STEP 7b
ROOT CAUSE
STEP 8
STEP 5
TARGET CONDITION
STEP 6
O
STEP 9
T
Potential cause investigated , confirmed as a contributor
MAN
METHOD
STEP 10
PROBLEM to PURSUE
ENVIRONMENT
STEP 11
STANDARDISATION
MACHINE
MATERIAL
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TITLE
STEP 1 PROBLEM CLARIFICATION
Write down a title for the investigation which should be your basic, initial understanding of the issue
STEP 7a Current Condition
1 2
3 4
ROOT CAUSE IDENTIFICATION - (Take direct causes & "dig deep" by continually asking WHY & using logical small steps supported with factual investigation. 5 why should read back logically when using "therefore." Each statement should be concise).
Problem Identification / Information WHO WHEN WHERE WHAT HOW OTHER STEP 2 HOW WHERE STEP 3 & 4 CONTAINMENT
Customer Customer Process Process Other Other
Describe the current / actual condition and visually show the GAP to the standard/ideal condition again using pictures and/or graphs
Problem Statement
Therefore
WHY ?
Therefore
WHY ?
WHO WHEN
Customer Customer
Process Process
Other Other
Therefore
WHY ?
Therefore
WHY ?
Therefore
WHY ?
Therefore
WHY ?
STEP 7b
ROOT CAUSE-The root cause should be shown as a clear statement (copy last why).As a minimum the root cause should lead to a c/m which will prevent re-occurrence of the concern at the process (Ideally it should address the bigger reason for failure ie system or proceedure failure)
Track back from where the problem was identified to the point at which the problem can first be witnessed or understood to be created, then visually represent the flow Breakdown the problem using fact and data. Use graphs and charts to visualise the information
STEP 8
After initial problem investigation / data analysis, this should be a clear statement of the specific problem the team are going to ttackle
All counter measures should logically link to the root cause. Each counter measure should be evaluated in turn and items such as; safety, quality, cost, risk, leadtime, etc should be considered to decide the most appropriate counter measure to implement
STEP 5
TARGET CONDITION
STEP 6
O
DIRECT CAUSE INVESTIGATION Visit point of cause & brain storm with all PPS team members + process members to identify as many potential direct causes as possible. Then systematically investigate each potential direct
cause
STEP 9
MAN
METHOD
A schedule showing the actual implementation status of the counter measures versus the plan should be made. As a minumum this schedule should include the; activities to be carried out, the time frame, the responsible person and the due date.
STEP 10
PROBLEM to PURSUE
The counter measures should be checked by considering both the results and the process. The results should be confirmed versus the original set target (STEP 5) and the standard condition (STEP 1) to understand if the GAP has been effectively closed.
ENVIRONMENT
Each counter measure should be checked using an appropriate KPI to ensure that the counter measure has been successfully implemented and is being sustained. Both the result and process measures should be conducted over a suitable time frame to ensure sustainability and no reoccurence.
-Make defect description more specific than problem statement based on facts from "grasping the situation" -show evidence of team brainstorm at point of cause
STEP 11
FEED BACK / FEED FORWARD (Similar parts, processes, systems or new projects) SHARE
STANDARDISATION
-Show Lateral thinking -Investigate & judge each potential cause.Show evidence that evaluation of potential causes has been carried out by Comparing actual condition to std) -Identify the direct causes & then link them to 5 WHY by using corresponding numbers
After confirming successful implementation via the results and process KPI's we should ensure that the improved process is standardise. We should then detail this standard so that it can be applied to other problems where applicable
Finally we should consider our key learning points from the problem solving activity and detail them for other to review. We should then actively seek to share this report/activity and its learning points with other in the organisation so they can benefit from our experiences
MACHINE
MATERIAL