Problem Solving
Tools and methods for problems
and improvements
Problem Solving
AGENDA
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Introduction
Why do we need problem solving?
Understanding problems
Some tools and their uses
Plan-Do-Check-Act
Summary
Questions
2
Introduction
What is a problem?
• A problem exists when there is a
gap between what is and what
must be, could be, or should be.
In today’s competitive
environment, today’s “should be”
might be tomorrow’s “must be”
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Why do we need problem solving?
Lo
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nt
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cu
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om
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Li
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W
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2000
1800
1600
1400
1200
1000
800
600
400
200
0
D
$ Cost
Quality cost curve (sample)
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Why do we need problem solving?
Costs of quality - controllable
Prevention cost
• Quality planning (test, inspection, audits,
process control)
• Education and training
• Performing capability analyses (Cpk)
• Conducting design reviews
Appraisal cost
• Test and inspection
• Supplier acceptance sampling
• Auditing
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Why do we need problem solving?
Uncontrolled costs: poor quality
Poor-quality costs: Internal error cost
• In-process scrap and rework
• Troubleshooting and repairing
• Design changes
• Additional mask moves to replace rejected lots
External error cost
• Warranties
• Lost customer
• Litigation
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Understanding problems
Types of problems
 Production – defects and dropped lots
 Maintenance – both equipment and facilities
 Safety – risks, incidents and injuries
 Environmental – risks and environmental
incidents
 Personal – what keeps us from getting what
we want
 Interpersonal – what keeps us from getting
what we want from others
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Tools and applications
What’s the process?
 Plan
 Do
 Check
 Act
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Tools and applications
- Why use the process approach?
A systematic approach can help with:
• Fixing it the first time
• Keeping the solution costs low
• Sharing the lessons learned with others
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Tools and applications: Plan
Problem solving roadmap
Step
Question
Roadblocks
When are roadblocks
cleared?
Needed for next step
One problem statement,
one "desired state" agreed
upon
Identification of the gap
Many problems to choose
from
1
ID the problem
What needs to
change?
2
Analyze the
problem
What keeps us
from the goal?
Many potential causes
Root cause is identified and
verified
Key cause(s) documented
and ranked
3
Brainstorm ideas
for solutions
How could we
make the
change?
Many ideas to solve
problem
Potential solutions are
clarified
Solutions listed
Many criteria for
evaluating potential
solutions
Criteria for evaluating
solutions agreed upon
Plan for making and
monitoring the change
Many ideas for
implementing solutions
Plans for implementing and
evaluating agreed upon
Measurements ID'd for
evaluating effectiveness
Unexpected problems
occur
Plans for implementing
contingency plans, if any,
are agreed upon
Solution in place
Effectiveness measures of
the solution are agreed
upon
Verification the problem is
solved, OR
Continuing problems, if any,
are identified
Agreement reached to
address continuing
problems
4
5
6
Select & plan the
solution
Implement the
solution
Evaluate success
What's the best
way to do it?
Are we following
the plan?
How well did it
work?
Desired state described in
measurable terms
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Tools and applications: Plan
1. Describe the problem
2. Describe the current process
3. Identify root cause
4. Develop a solution
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Tools and applications: Plan
1. Describe the problem
To get to the answer, we need a clear “Why:”

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




Who (man)
What (the physical type of problem)
Where (machine-which entity; environment)
When (method)
With what (materials; other tools/machine)
How (method, maintenance data)
How much (metrics)
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Tools and applications: Plan
Write the problem statement
The research-worthy problem statement
should address all six questions:
what, how, where, when, why, and who.
 Include your metrics to describe the problem.
 No theories or blame.
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Tools and applications: Plan
How do we know what the problem is?
First, some definitions:
Quantitative data
 Can be counted or measured.
Qualitative data
 Descriptive, not easily counted.
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Tools and applications: Plan
Tools to describe the problem
• Control charts
p chart
u chart
• Histograms/Pareto charts
• Check sheet
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•
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Quantitative
– Quantitative or qualitative
Rubrics
Flow charts
Cause and effect
5-Why
Quantitative
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Tools and applications: Plan
Control charts
p-chart: (Fraction defective)
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
Charts the proportion (%) of nonconforming items
Need a good definition of nonconforming items
Can be of equal or unequal subgroups
Normally need large subgroups – can even be up to total
for the period
u-chart: (Number defective per unit)

The number of nonconformities per lot, where the lot size
varies (example: yield from Sort or Final Test)
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Tools and applications: Plan
The p-chart monitors the
proportion (%) of nonconforming
units in a sample.
p-charts should be used for
attribute data (conform or nonconform, yes or no, etc.).
Subgroup sizes should be equal,
but different sample sizes can
be used.
p-charts produce the binomial
distribution.
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Tools and applications: Plan
The u-chart monitors
"count"-type data
where the sample size is
greater than one,
typically the average
number of
nonconformities per unit.
u-charts produce the
Poisson distribution.
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Tools and applications: Plan
Check sheet - qualitative
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Tools and applications: Plan
Check sheet - quantitative
Defect Types/
Event Occurrence
Dates
TOTAL
Sunday
Monday
Tuesday
Wednesday
Thursday
Friday
Saturday
Haze
1
2
1
3
1
2
2
12
Flaking
2
4
1
2
2
6
2
19
Pitting
0
1
1
0
1
4
1
8
Particulates
1
2
0
1
1
2
0
7
Fisheyes
0
1
1
2
0
3
1
8
4
10
4
8
5
17
6
54
Defect 6
Defect 7
Defect 8
Defect 9
Defect 10
TOTAL
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Tools and applications: Plan
Histograms/Pareto charts
Defects WW12, FYXX
20
18
16
14
12
10
Saturday
Friday
Thursday
Wednesday
Tuesday
Monday
Sunday
8
6
4
2
0
Haze
Flaking
Pitting
Particulates
Fisheyes
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Tools and applications: Plan
2. Flow charts to describe the process
—Terminator: used to start or stop (can be an oval)
—Process: describes a process step
—Decision: a yes/no turning point
—Document: can be a spec, manual, record, etc.
—Arrow: connects any of the steps
—Circle: connects to another page for more room
—Off-page flow chart: point of a link to another
process, as input or output
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Flow chart: 3 departments
Department #1
Department #2
Department #3
Start
End
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Flow chart: one department
Yes
Start
Turn on skillet
to 350º F
Fry bread
until brown
Stage ingredients
Spread butter on
two bread slices,
both sides each
Is bread
brown?
Have all
ingredients?
Yes
No
Buy needed
items at store.
Electric skillet
West Bend 72132
Instruction manual
No
No
Fry bread on one
side until brown
Place cheese slice
on one browned
bread slice
Is bread
brown?
Place other slice
on top of cheese
Turn off
skillet
Put on plate
and serve.
End
Yes
Turn over
bread slices
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Scripted flow chart
 More how-to process information is
available for users.
 Can reference specs for critical
information.
 Lists person responsible for each step.
 Can be made into a process spec.
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Scripted flow chart (cont.)
4. Issue sticker.
Yes
1. Take car
for inspection
Responsibility
1. Car Owner
2. Mechanic
No
2. Car passes?
3. Obtain
needed
repairs
Task
Make appointment with a mechanic holding a current inspection license. Arrive at
inspection station on time.
Inspect car IAW 16-222 Chapter 1 Section 115.30. If car passes, attach sticker. If car
does not pass, remove half of existing sticker and inform Owner of required repairs
and allowed re-inspection time frames IAW 16-222 Chapter 1 Section 120.01.
3. Car Owner
Perform needed repairs. Obtain follow up inspection within prescribed time frame.
4. Mechanic
Issue and attach sticker IAW 16-222 Chapter 1 Section 140.05.
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Tools and applications: Plan
3. What’s it all for? Finding
the root cause
Q: How do I know when I have arrived at root cause?
A: If the root cause is removed, the problem disappears.
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Tools and applications: Plan
Cause
and
effect:
what’s
in it?
The
6Ms
Machine
Method
Materials
Maintenance
Man
Mother Nature (Environment)
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Tools and applications: Plan
Cause and effect diagram
Machine
Materials
Maintenance
Problem
Man
Method
Mother nature
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Tools and applications: Plan
5-Why
Problem: My car will not start.
1. Why? - The battery is dead.
2. Why? - The alternator is not functioning.
3. Why? - The alternator belt has broken.
4. Why? - The alternator belt was well beyond its
useful service life and has never been replaced.
5. Why? - I have not been maintaining my car
according to the recommended service schedule.
(The last “why” should be root cause)
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Tools and applications: Plan
Finding the cause: Understanding human error
Fundamental
Attribution
Error
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Tools and applications: Plan
Rubrics
 Used to put a number value on descriptions.
 Can “measure” performance in man,
material, machines.
 Can be customized.
 The closest example is in employee
performance evals.
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Tools and applications: Plan
Qualitative analysis using the rubric
Stated
Objective or
Performance
Criteria
Beginning
Score: 1
Developing
Score: 2
Accomplished
Score: 3
Excellence
Score: 4
Description of
performance
characteristics
: beginning
performance
level.
Description of
performance
characteristics:
development
and movement
toward mastery.
Description of
performance
characteristics:
mastery.
Description of
performance
characteristics:
highest
performance.
Definitions
Result
Scale
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Tools and applications: Plan
Sample rubric: team work
Performance
1
Worked as part
of the team
2
3
4
No appropriate
or positive
participation
Little appropriate
or positive
participation
Much appropriate
or positive
participation
Preparedness
for team
meetings
Was not
prepared for most
team meetings
Was prepared
for some team
meetings
Some
appropriate or
positive
participation
Was prepared for
most team
meetings
Managed time
wisely
Did not use time
to best benefit
Sometimes used
time to best
benefit
Mostly used time
to best benefit
Consistently used
time to best
benefit
Problem
solving
Made little or no
attempt to
objectively solve
problems
Made some
efforts to
objectively solve
problems
Made active
efforts to
objectively solve
problems
Consistently
strived to
objectively solve
problems
Score
Was consistently
prepared for team
meetings
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Tools and applications: Plan
Now we can write the problem statement.
The research-worthy problem statement
should address all six questions:
what, how, where, when, why, and who.
Include your metrics to describe the problem.
Leave out theories and blame.
Keep a strong customer focus.
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Tools and applications: Plan
4. Planning the solution
Tools for planning the DO stage:
 OST (Objectives, Strategies & Targets)
 Flow chart – what
 Matrix diagram – who, what
 Gantt chart – what, when
 Metrics tools – did it work?
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Tools and applications: Plan
OST (Objectives, Strategy & Tactics)
OBJECTIVE:
STRATEGY ONE:
TACTIC 1:
TACTIC 2:
TACTIC 3:
STRATEGY TWO:
TACTIC 1:
TACTIC 2:
TACTIC 3:
TACTIC 4:
STRATEGY THREE:
TACTIC 1:
TACTIC 2::
TACTIC 3:
STRATEGY FOUR:
TACTIC 1:
TACTIC 2:
TACTIC 3:
TACTIC 4:
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Tools and applications: Plan
Matrix diagram: who, what
= Primary responsibility
= Team members
= Resources
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Tools and applications: Plan
Matrix diagram (task)
Tasks
Task
#1
Task
#2
Task
#3
Task
#4
Task
#5
Resources
Who
Who
Who
Who
= Primary responsibility
= Team member
= Resources
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Tools and applications: Plan
Gantt Chart
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The DO stage
What’s next in the process?
 Plan
 Do: Implement the solution
 Check
 Act
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Follow through: did it work? Check
What’s next in the process?
 Plan
 Do
 Check: Did it work?
 Act
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Knowledge management: Act
What’s next?
 Plan
 Do
 Check
 Act: What happens now?
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Summary: What do we do with all this?
The 8-D
D1: Assemble a cross-functional team of experts
D2: Define the Problem fully
D3: Implement and verify Interim Containment Actions
(ICAs) as needed. Also known as Temporary Fixes.
D4: Identify and Verify Root Cause
D5: Choose and verify Permanent Corrective Actions
(PCAs). Preventive Actions are also chosen.
D6: Implement and validate PCAs
D7: Prevent recurrence of the Problem/Root Cause
D8: Recognize the efforts of the Team
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Summary:
What do we do with all this?
D1
D2
Control charts, Histograms/Pareto charts,
Check sheet, Rubrics, Flow charts, Cause
and effect, 5-Why, Problem statement
D3
D4
D5
D6
D7
Cause and effect, 5-Why
D8
Flow chart(s), Control charts, Histograms/
Pareto charts, Check sheet, Rubrics
Objectives, Strategies & Targets (OST)
Matrix diagram, Gantt chart, Flow chart(s),
Control charts, Histograms/Pareto charts,
Check sheet, Rubrics
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Wrap up
• Questions?
• Comments?
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Resources
Memory Jogger II – Continuous
Improvement
Problem solving Memory Jogger
(more advanced tools)
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Contact Details
Jennifer Kirley CPEA, CQM/OE
Conway Business Services
jkirley@conwaybusinessservices.com
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