PDCA

Problem Solving Guide

PL
T IN V ES T IG A T E AN
AC CO R RECT &
S T A N D A R D IS E C L A R I F Y O B JE C T I V E S

 R EV IEW FEED B A C K & ID EN T IFY P O SSIB L E C A U SE S

M A K E C O R R EC T IO N S
B EN C H M AR K B EST P R AC T IC E
 ST A N D A R D ISE D O ,
CH ECK, ACT ID EN T IFY T E A M R O L E S

IM P L E M E N T Q U IC K FIX

EV A LU A T E & V A LID A T E EN LIG H T E N &

IM P LEM EN T
P IL O T S T U D Y S O L U T IO N
T O V E R IF Y D A T A C A R R Y O U T T R IA LS T O
PRO VE CAU SES
COUNTERM EASURE
A N A LYSE D A T A T O
U N D ERSTAN D HO W
CH T R A IN IN G
PR O BLEM O CCU R S

EC C O M M U N I C A T I O N ID E N T IFY P O SS IB LE
S O LU T IO N S
O
K D

A Guide to a Team Approach to

Problem Solving
S D BELLAMY - Group Total Quality Manager - 22 August 2000 ( 5TH
Revision - Health Version )
 PL
IN V E S T IG A T E
T

AN
AC
CO R RECT &
ST AN D AR D ISE C L A R I F Y O B JE C T I V E S

 R EVIEW FEED B A C K & ID EN T IFY P O SSIB L E C A U SE S

M AK E C O R R EC T IO N S
B EN C H M A R K B E ST P R A C T IC E
 ST AN D AR D ISE D O ,
CH ECK, ACT ID EN T IFY T EA M R O L ES

IM P L EM EN T Q U IC K FIX

EV A LU A T E & V A LID A T E EN LIG H T EN &

IM P LEM EN T
P IL O T S T U D Y S O L U T IO N
T O V E R IF Y D A T A CA R R Y O U T T R IA LS T O
PRO VE CAU SES
COUNTERM EASURE
A N A LYSE D A T A T O
U N D ERSTAN D HO W
T R A IN IN G
PR O B LEM O C CU R S
CH

C O M M U N IC A T IO N ID E N T IFY P O S S IB LE
S O LU T IO N S

O
EC

D
K

1 Introduction to PDCA Problem Solving Cycle.

2 PDCA Cycle…….
3 Key Steps in PDCA…..
4 Defining the Problem
5 Selection of TQ Techniques used in PDCA.
6 Using the 14 Techniques.
7 PDCA Reviews - Racetrack.
8 Using PDCA Workbook.
9 Summary
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IN V ES T IG A T E
T

AN
AC
CO RRECT &
S T A N D A R D ISE C L A R I F Y O B JE C T I V E S

 R EV IE W FEE D B A C K & ID EN T IFY P O SSIB L E C A U SE S

M A K E C O R R EC T IO N S
B EN C H M A R K B E ST P R A C T IC E
 ST A N D AR D ISE D O ,
C H ECK, ACT ID EN T IFY T E A M R O LE S

IM P LEM EN T Q U IC K FIX

EV A LU A T E & V A LID A T E EN LIG H T EN &

IM P LE M EN T
P IL O T S T U D Y S O L U T IO N
T O V E R IF Y D A T A C A R R Y O U T T R IA LS T O
PRO VE CAUSES
CO UN TER M E ASURE
A N A LYSE D A T A T O
U N D ER ST AN D H O W
T R A IN IN G
PR O B LEM O CCU R S
CH

C O M M U N IC A T IO N ID E N T IF Y P O S S IB LE
S O LU T IO N S

O
EC

D
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PDCA was created by W Edwards Deming

in the 1950’s as an easy to follow Problem
Solving Cycle.

Deming was tasked with helping Japan

rebuild its economy in the 1950’s.

His purpose was to use PDCA with a

Continuous Improvement process to
help rebuild Japanese industries so that
they could compete in the world market in
the future.
 ACT PLA N

C u s to m e r
S a tis f a c tio n

CHECK D O

PL
T IN V ES T IG A T E AN
AC CO RRECT &
S T A N D A R D IS E C L A R I F Y O B JE C T I V E S

 R EV IEW FEE D B A C K & ID EN T IFY P O SSIB LE C A U SES

M A K E C O R R EC T IO N S
B EN C H M AR K B EST P R A C T IC E
 ST AN D A R D ISE D O ,
CH ECK, ACT ID EN T IFY T EA M R O LES

IM P LEM EN T Q U IC K FIX

EV A LU A T E & V A LID A T E EN LIG H T EN &

IM P LEM EN T
P IL O T S T U D Y S O L U T IO N
T O V E R IF Y D A T A C A R R Y O U T T R IA LS T O
PRO VE CAU SES
COUNTERM EASURE
A N A LYSE D A T A T O
U N D ERST AN D HO W
CH T R A IN IN G
PR O B LEM O CCU R S

EC C O M M U N I C A T I O N ID E N T IFY P O S S IB LE
S O LU T IO N S
O
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 Purpose:- To

PL
INVESTIGATE the
CT

A
IN VES T IGA TE
CO RRECT &
A
S T A N DA RDIS E DETERM IN E N EEDS

N
 REVI EW FEED BA CK &  D I A GN O S T I C:

current situation &

M A KE CO R RE CT I O N S  REVIEW CU RREN T
PRA CT I CES .
 S T AN DARDIS E DO ,
CH ECK, A CT  BEN CH M A RKI N G:
 S U M M A RI S E A N D

understand fully the

CO M PA RE BE S T
PRA CT I CES .

EV A LU A T E & V A LI D A T E EN LI GH T EN &
I M PLEM E N T

nature of the
 P IL O T T R A IN IN G
PRO G RAM  DEFIN E
RES PO N S I BI LI T I ES :
 FEEDBACK W H Y, W H A T & H O W

 RECO GN I T I O N .
RECO GN I S E T H E
problem being
CH

CO N T RI BU T I O N O F
O T H ERS .

O
EC

solved.
D
K

Key Steps:-
Diagnostic - Review Current Practice.
Define the Problem - Who,What,Where and When .
Write Team Mission statement.

Brainstorm potential causes of problem using simple

Brainstorming or a Cause & Effect Diagram.
Identify & agree potential Root Causes prioritising using
Paired Comparisons or by Consensus Rankings and
asking the 5 WHY’s
Set up methods to capture ‘REAL’ data.
Implement ‘QUICK FIXES’ to protect the customer
Make Process Flow Diagram
Analyse ‘REAL DATA’ & show graphically.

Benchmarking - Compare Best Practices

Brainstorm where else may they have this problem, find out
what they do to resolve it.
 Purpose:- To

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CT IN VES TIGAT E

A
CO RRECT &

N
Enlighten the
A
S TA N DA RDIS E DET ERM I N E N EED S

 REVI EW FEED BA CK &  DIA GN O S T IC:

M A KE CO RRECT I O N S  REVIEW CU RREN T
PRA CT I CES .
 S T AN DARDIS E DO ,
CH ECK, A CT 

B EN CH M A R KI N G :
S U M M A RI S E A N D
CO M PA RE B ES T
PRA CT I CES .
Team as to the
E V A LU A T E & V A LI D A T E
 P IL O T T R A IN IN G
PRO G RAM
EN LI GH T EN &
I M PLE M E N T

 DEFIN E
Real Problem by
analysing the
R E S PO N S I B I LI T I E S :
 FEEDBACK W H Y, W H A T & H O W

 RECO GN IT I O N .
RECO GN I S E TH E

Data and defining

CH

CO N T RI BU T I O N O F
O T H ERS .

O
EC
K

and implementing
D

a solution plan.

Key Steps :-
Enlighten
 Brainstorm solutions.
 Rank solutions to identify best impact.
 Carry out Failure Prevention Analysis.
 Carry out Solution Effect Analysis.
 Create Project Plan to implement solutions.
Put measures of performance in place using
Control Charts or Check Sheets.
Implement
 Carry out Project Plan.
 Educate, train & communicate
Purpose:- To PL
A
monitor effect of CT CO RRECT &
IN VES TIGA TE
N
A S T A N DA RDIS E DETERM IN E N EEDS

implementation of  REVI EW FEED BA CK &

M A KE CO RRECT I O N S


D IA GN O S T IC:
REVI EW CU RREN T
PRA CT I CE S .
 S T AN DARDIS E DO ,

project plan & find CH ECK, A CT 


BEN CH M A R KI N G :
S U M M A RI S E A N D
CO M PA RE BES T
PRA CT I CE S .

Countermeasures to EV A LU A T E &
V A LI D A T E
EN LI GH T EN &
I M PLEM EN T

further improve the CH  P IL O T T R A IN IN G

PRO G RAM
 DEFIN E
R ES PO N S I B I LI T I E S :
W H Y, W H A T & H O W

EC
 FEEDBACK

solution.
 RECO GN I T I O N .
RECO GN I S E T H E
CO N T RI BU T I O N O F

DO
O TH ERS .

Key Steps :-

Evaluate

 Collect data to monitor performance improvements.

 Involve & train those affected by solution plan.

 Communicate & feedback.

Validate

Resolve any issues by finding Countermeasures to

ensure solution plan continues.
Purpose:- To Review
Continuously the
CT IN VES TIGA TE
PL
A
N

A
CO RRECT &

Performance Measure 
S TA N DA RDIS E

REVI EW FEED BA CK &

DET ERM IN E N EEDS



DIA GN O S T IC:
REVI EW CU RREN T

& make adjustments as

M A KE CO RRECT I O N S
PR A CT I CE S .
 S T AN DARDI S E DO ,
CH ECK, A CT  BEN CH M A RKI N G :
 S U M M A RIS E A N D

required. Integrate new EV A LU A T E & V A LI D A T E

CO M PA RE BES T
PR A CT I CE S .

EN LI GH T EN &

situation into Normal  P IL O T T R A IN IN G

PRO G RAM
I M PLEM EN T

 DEFIN E
R E S PO N S I B I LI T I E S :

Working Practice. Start CH

 FEEDBACK


W H Y, W H A T & H O W

RECO GN I T I O N .
RECO GN I S E T H E

PDCA Cycle again. EC

K
CO N T RI BU T I O N O F
O T H ERS .

D
O

Key Actions :-
Correct & Standardise
 Decide if solution is effective & either integrate
into normal working practice or abandon. If plan is
abandoned, ask what has been learned by the
process and, restart the project.

 Determine new target & start PDCA cycle again.

 PL
T IN VEST IG A T E AN
AC CO RRECT &
ST A N D A R D ISE C L A R I F Y O B JE C T I V E S

 R EV IEW FEED B AC K & ID EN T IFY P O SSIB LE C A U SES

ACT PLAN M A K E C O R R EC T IO N S
B EN C H M AR K B EST P R A C T IC E
 ST A N D A R D ISE D O ,
CH ECK, ACT ID EN T IFY T EAM R O LES

IM P LEM EN T Q U IC K FIX

Customer EV A LU A T E & V A LID A T E EN LIG H T EN &

Satisfaction IM P LEM EN T
P IL O T S T U D Y S O L U T IO N
T O V E R IF Y D A T A C A R R Y O U T T R IA LS T O
PRO VE CAU SES
COUNTERM EASURE
A N A LY SE D A T A T O

CHECK DO CH T R A I N I N G
U N D ERST AN D HO W
P RO BLEM O CCU RS

EC C O M M U N I C A T I O N ID EN T IFY P O S S IB LE
S O LU T IO N S
O
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Checklist of PDCA Approach :

Have you got:
a Sponsor - ( Person who instigates the Problem Solving Session )
b Team Leader.
c Facilitator
d Team Members

Problem Solving Process:

P 1 Define Problem & Objective ( & Do Quick Fix )

P 2 Identify Likely Causes

P 3 Identify Major & Root Causes

P 4 Develop Solutions / Agree Action Plans

D 5 Implement action Plan

C 6 Determine Effectiveness of plan

A 7 Standardise Results / Implement in all relevant areas.

A CT PLA N

C u s to m e r
S a tis fa c tio n
Techniques to use with PDCA -
DO
Selection Chart
CH ECK

T e c h n iq u e P D C A

1 B R A IN S T O R M IN G    
2 CAU SE & EFFECT  
3 CH ECK SH EETS   
4 P A R E T O A N A L Y S IS   
5 C O N C E N T R A T IO N D IA G R A M S   
6 PR O CESS FLO W CH AR TS.  
7 P E R F O R M A N C E M E A S U R IN G    
8 5 W H Y 'S & 5W 1H 
9 P A IR E D C O M P A R IS O N S  
10 IM P A C T D IA G R A M S  
11 F O R C E F IE L D A N A L Y S IS 
12 S O LU T IO N E F F E C T D IA G R A M 
13 SC H ED U LE or PR O JE C T PLA N 
14 F A IL U R E P R E V E N T IO N A N A L Y S IS

A CT
PLA N

C u s to m e r
Defining the Problem in
S a tis f a c t io n

CH ECK DO
SMART form.
What is this ? It is the first step in the PDCA
problem solving cycle.

Why do it ? To ensure that the whole Team is

clear about what their Goal is.

When do I use it ? At the first Team meeting.

Who does this ?.

? The Team.

How de we do it ?

By considering each of the following aspects of the issue

being addressed.

Who is the problem experienced by ( Stakeholder )?

What is the problem ?
Where is the problem ?
When is the problem experienced ?

Use these statements as a “Sanity Check” to refer back to

at later stages of the project to check if on track.
 PLA N
A CT
Writing a Team
C u s to m e r
S a tis f a c t io n Mission Statement in
CH ECK DO SMART form.

Write a statement using the following SMART rules.

Specific
Measurable
Achievable
Realistic
Time based
Examples
To reduce “Annual Lost working Days due to Back
related Problems” in the “Stores Department” by 50%
in 6 months.

To reduce “Risk of causing Back Related Injuries” in

the Packing Department by 30% in 5 days.
A CT
PLA N

C u s to m e r
The Quick Fix
S a tis f a c t io n

CH ECK DO

What is this ? - This is a way of protecting the

Customer from the Effect of the Problem being investigated.

Why do it ? - Because the Cause of the problem may

take some time to resolve. ( It stops the patient bleeding to
death.)

When do I use it ? - Immediately the problem is identified.

Who does this ?.

? - The Team
How do we do this ?

Typical Quick Fixes may include for example:-

Several Lifts where one is the normal

Additional but time-consuming lifting gear
100 % Manual Inspection of product on line by operator
Audit Inspection after final Operation.
Multi Pass Operations.
Pre Process Manual Inspection.

They are usually, but not always, Time Consuming and Expensive.

If , for example, the problem was a “ leaking roof due to a cracked tile “
The quick fix could be
To put a bucket under the leak.
The final solution could be
Replace the Tile, Check condition of other tiles annually.
A CT PLA N

C u s to m e r
S a tis f a c tio n
Technique 1 - BRAINSTORMING
CH ECK DO

W h a t is it ? - I t is a m e t h o d of g e n e r a t in g I d e a s o r s u g g e s t io n s v e r y
q u ic k ly a n d c r e a t iv e ly .
W h y d o it ? - S o e ve ry m e m b e r of t h e T e am c o n t r ib u t e s .
W h e r e is it u s e d ? - M o s t o f t e n in t h e T e a m r o o m , a n d o t h e r w is e a n y w h e r e t h a t
t h e r e is a T e a m a n d a F lip c h a r t .
W h e n is it u s e d . ? - U s u a lly w h e n t h e p r o b le m b e in g s o lv e d is id e n t if ie d a n d
d e f in e d .
W h o u s e s it ? - C a n in v o lv e a n y o n e .
H o w is B r a in s t o r m in g D o n e ? -
S T EP 1
 F in d a q u ie t r o o m w it h a F lip C h a r t a n d h a v e P e n s , P o s t I t s , D r y w ip e M a r k e r s ,
B lu e T a c a v a ila b le .
 D e c id e w h o w ill a c t a s t h e T e a m S c r ib e .
 W r it e d o w n t h e P r o b le m o r S it u a t io n b e in g S t u d ie d o r I n v e s t ig a t e d a t t h e T O P
o f a F lip C h a r t .
S T EP 2
 G iv e a ll t h e T e a m M e m b e r s a f e w P o s t I t s .
 T h e n in d iv id u a lly f o r 5 m in u t e s w r it e d o w n o n t h e P o s t I t s ( 1 id e a p e r s h e e t )
a n y id e a s o r s u g g e s t io n s .
 W h e n id e a s h a v e d r ie d u p , S t ic k a ll t h e id e a s o n t o a F lip C h a r t a n d G r o u p a n y
s im ila r id e a s .
 T h e n f o r u p t o 1 0 m in u t e s , w o r k in g a r o u n d t h e r o o m , a d d a n y f u r t h e r id e a s
t h a t m a y h a v e b e e n m is s e d .

S TEP 3

 A s a T eam d is c u s s e a c h id e a a n d d e c id e if t h e y a r e T o t a lly , P a r t ia lly o r

N o t in t h e C o n t rol of the T eam .
 S eparate ou t t h e "T o t a lly " id e a s .
 P r io r it is e t h e m u s in g " I m p a c t D ia g r a m s " o r "P a ir e d C o m p a r is o n s ".

S TEP 4

 T h e T e a m m u s t d e c id e if t h e r e is a n e e d t o in v o lv e s o m e o n e e ls e , in t h e
T e a m , t o r e s o lv e t h e P a r t ia lly o r N o t in C o n t r o l it e m s .
 A CT PLA N

C u s to m e r
S a tis fa c tio n Technique 2 - CAUSE & EFFECT
CH ECK DO

W h a t is it ? - I t is a m e t h o d o f B r a in s t o r m in g C a u s e s o f a p r o b le m o r s it u a t io n .
W h y d o it ? - T o h e lp t h e T e a m c a n f o c u s o n s p e c if ic t h e m e s a n d g r o u p s o f c a u s e s .
W h e r e is it u s e d ? - I n t h e t e a m r o o m o r a t p la c e o f w o r k
W h e n d o w e u s e it ? - W h e n a p r o b le m o r e f f e c t is d e f in e d a n d p o s s ib le c a u s e s a r e
needed.
W h o u s e s it ? - E v e r y o n e .
H ow d o w e use th e m ? -
S t e p 1 - O n a la r g e b o a r d o r f lip c h a r t . C o n s t r u c t t h e d ia g r a m b e lo w .
M AN M A C H IN E

W r it e th e E f f e c t in
h e re .

M A T E R IA L M ETH O D
S t e p 2 - A S c r ib e W ill t a k e P O S S I B L E C A U S E S f r o m r o u n d t h e t a b le in T u r n u n t il
D r ie d u p . A s p e r e x a m p le b e lo w .
M EN M a c h in e s
O p e r a to r n o t T r a in e d M a c h in e n o t C a p a b le
M a c h in e G a u g in g F a u lty

O v e r S iz e B o re

W r o n g G r a d e G r in d in g W h e e l W ro n g M a s te r Is s u e d .
C o o la n t M ix W r o n g
N o P o s t b o re G a u g e
M a te r ia ls M e th o d s

S t e p 3 - P r io r it is e a n d S e le c t t h o s e t o b e in v e s t ig a t e d , b y a llo c a t in g V O T E S t o e a c h
T e a m m e m b e r w h o a d d t h e ir c h o ic e s t o t h e D ia g r a m . A s p e r D ia g r a m B e lo w .

M EN M a c h in e s 3
O p e ra to r n o t T ra in e d M a c h in e n o t C a p a b le

M a c h in e G a u g in g F a u lty

5 1

O v e r S iz e B o re

W r o n g G r a d e G r in d in g W h e e l 2
W ro n g M a s te r Is s u e d .

C o o la n t M ix W r o n g
N o P o s t b o re G a u g e
M a te r ia ls M e th o d s

8
 A CT PLA N

C u s to m e r
S a tis f a c tio n
Technique 3 - CHECKSHEETS
CH ECK DO

W h a t a r e t h e y ? - T h e y a r e a m e t h o d o f r e c o r d in g
f a c t u a l d a t a o v e r a p e r io d o f t im e .
W h y d o it ? - S o y o u w ill b e a b le t o c o n f ir m t h e Cause s
o f t h e p r o b le m .
W h e r e is it u s e d ? - A t t h e p la c e w h e r e t h e in v e s t ig a t io n
is t a k in g p la c e .
W h e n is it u s e d ? - A f t e r t h e in it ia l b r a in s t o r m in g ,
w h e n r e a l d a t a is r e q u ir e d t o c o n f ir m in it ia l id e a s .
W h o u s e s it ? - T h e t e a m s h o u ld n o m in a t e a n d t r a in
v o lu n t e e r s t o f ill t h e s h e e t in .
H o w is it u s e d ? -
D e s ig n a s h e e t s im ila r t o t h e o n e b e lo w , d e c id e o n d a t a t o
b e c o lle c t e d a n d w h e n . T r a in t h e p e r s o n w h o w ill c o lle c t
the data.

Week Week Week Week Cumulative

Cause 1 2 3 4 Total Total

Weights too Heavy 53 43 42 61 199 199
Reach too far 24 29 27 27 107 306
Incorrect Posture 5 28 13 30 76 382
Previous Injury 24 20 2 29 75 457
Frequency of Lifts 8 31 15 11 65 522
Cold Workplace 21 9 7 16 53 575
Wrong Footwear 22 4 10 6 42 617
Accidental Twists 1 12 26 3 42 659
Total 158 176 142 183 659
 A CT PLA N

C u s to m e r
S a tis f a c tio n
Technique 4 - PARETO ANALYSIS
CH ECK DO

W h a t is it ? - A m e t h o d o f s h o w in g a t a b le o f d a t a in
g r a p h ic a l f o r m a t t o a id u n d e r s t a n d in g .
W h y d o it ? - T h e v is u a l im p a c t is g r e a t e r t h a n a t a b le o f
n u m b e r s . C a n b e f ille d in r e a l t im e .
W h e r e is it u s e d ? - O n n o t ic e b o a r d s , in d e p a r t m e n t s at
p la c e o f w o r k .
W h e n is it u s e d ? - A f t e r y o u h a v e c o lle c t e d r e a l d a t a in
ch e cksh e e t f orm .
W h o u s e s it ? - A nyone .
H o w d o w e u s e it ? -
( U s in g d a t a in t e c h n iq u e 3 . )
Week Week Week Week Cumulative Cumulative

Re je c t 1 2 3 4 Total Total % %
Weights too Heavy 53 43 42 61 199 199 30.19727 30.1972686

Reach Too far 24 29 27 27 107 306 16.23672 46.4339909

Incorrect Posture 5 28 13 30 76 382 11.53263 57.9666161

Previous Injuries 24 20 2 29 75 457 11.38088 69.3474962

Frequency of Lifts 8 31 15 11 65 522 9.863429 79.2109256

Cold Workplace 21 9 7 16 53 575 8.042489 87.2534143

Wrong Footwear 22 4 10 6 42 617 6.373293 93.6267071

Accidental Twists 1 12 26 3 42 659 6.373293 100

Total 158 176 142 183 659

100
90
80
70
60
50
40
30
20
10
0
 A CT PLA N

C u s to m e r
S a tis f a c tio n
Technique 5 - CONCENTRATION
CH ECK DO DIAGRAMS

W h a t is it ? - a s im p le v is u a l a id t o c o lle c t d a t a a b o u t a n
a r e a o r id e a y o u a r e in v e s t ig a t in g .

W h y u s e it ? - I t is e a s y t o u s e a n d t r a in

W h e r e is it u s e d ? - a t t h e p la c e o f in v e s t ig a t io n

w h e n is it u s e d ? - W h e n t h e t e a m w a n t s t o k n o w t h e w h a t
t h e r e a l s it u a t io n is , o r t o c o n f ir m a h u n c h a b o u t t h e
in v e s t ig a t io n .

W h o u s e s it ? - A n y o n e

H o w d o w e u s e it ? -

1 ) M a k e a s k e t c h o f t h e it e m o r a r e a y o u a r e
in v e s t ig a t in g .

S im p ly m a k e a m a r k e v e r y t im e t h e r e is a n o c c u r e n c e o f a
p r o b le m in t h a t lo c a t io n .
T h e r e s u lt in g v is u a l im p a c t is e a s y t o s e e
 A CT PLA N

C u s to m e r
S a tis f a c tio n
Technique 6 - PROCESS FLOW
CH ECK DO CHARTS.

W h a t is it ? - I t is a v is u a l d ia g r a m o f h o w t h e p r o c e s s
b e in g in v e s t ig a t e d o p e r a t e s .

W h y d o it ? - T o c la r if y a n d u n d e r s t a n d h o w a p r o c e s s
w o r k s a n d t o in v e s t ig a t e if t h e r e a r e a n y h o le s in it

W h e r e is it u s e d ? - I t c a n b e u s e d a t a n y s t a g e b y t h e
t e a m t o u n d e r s t a n d a s it u a t io n .

W h e n is it u s e d ? - M o s t ly d u r in g t h e p la n n in g p h a s e a n d
o c c a s io n a lly in t h e d o a c t p h a s e .

W h o u s e s it ? - T h e t e a m in v e s t ig a t in g t h e p r o b le m

H o w d o w e u s e it ? -
T h e e x a m p le b e lo w s h o w s P D C A in a F lo w C h a r t f o r m .

D E F IN E th e A N A LY SE D A TA &
B R A I N S T O R M p o ssib le
PRO BLEM SO LU TIO N S.
W r ite a S M A R T U s in g T e c h n iq u e 1 -
d e f in itio n B R A I N S T O R M IN G

B r a in s t o r m P o s s ib l e D E C ID E o n a
Causes.
P r io r it i s e
Q U IC K F IX t o
S o l u t io n s u s in g
U sin g T e c hn iq u e 2 p ro te c t th e
C ause & E ffect
I m p a c t D ia g r a m s
C u s to m e r.

P R IO R IT IS E C o lle c t D a t a a t V e r if y t h e E f f e c t o f
S ource I m p le m e n t i n g e a c h
P o s s ib le C a u s e s
S o l u t io n u s in g
S o lu tio n E ffe c t, F o r c e
G iv e e a c h T e a m U s e T e c h n iq u e 3 F ie ld A n a l y s is a n d F a i lu r e
M e m b e r 5 v o te s e a c h CHECKSHEETS P r e v e n tio n .

M ake an
I m p le m e n t a t io n S e t up M easures to RE VIEW EFFECT on
M o n it o r t h e E f f e c t . IM P L E M E N T M EA S URES - M AKE
S c h e d u le u s in g U se Checksheets,
C O U N T E R M E A S U R E S to
PR O JEC T PLAN E N SU RE O B JECTIVE
T e c h n iq u e 1 3 - P r o je c t Paretos, C ontrol C harts. IS A CHIEVED .
P la n n in g
A CT PLA N

C u s to m e r
S a tis f a c tio n
Technique 7 - Measuring
CH ECK DO
Performance.

What is it? - It is a way of showing the Results and effects of changes

made to a process.
Why use it? - To understand the current performance and to chart
improvements and progress towards a target.
Where is it used? - Usually at the place of work or on the process being
monitored.
When is it used ? - From the start of a project right , through to the end.
Data is usually added every day , week or month.
Who uses it ? - The Team.
How is it used ? -

Show “Targets” as lines

Show the actual “output”
achieved as a column.

Potential Causes Observed per Day

ACTUAL TARGET BUDGET
revised PERCENTAGE
35000 120%

30000 110%

25000 100%

20000 90%

15000 80%

10000 70%

5000 60%

0 50%
1994 1995 1996 1997 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
A CT PLA N

C u s to m e r
S a tis f a c tio n
Technique 8 - a) 5 WHY’s b) 5W1H.
CH ECK DO

W h a t a r e t h e y ? - A v e r y s im p le w a y o f f in d in g o u t
if t h e t e a m h a s r e a c h e d t h e R O O T C A U S E o f a
p r o b le m .
W h y u s e t h e m ? - T o c o n f ir m th e team p e r c e p t io n
W h e r e is it u s e d ? - A s p a r t o f a t e a m p r o b le m
s o lv in g s e s s io n s
W h e n is it u s e d ? - A f t e r in it ia l b r a in s t o r m in g a n d
d e f in in g a p r o b le m .
W h o u ses th em ? - T h e team .
H o w do w e u se th em ? -
a ) 5 - W h y 's b ) 5 W 1 H
S im p ly a s k th e q u e s tio n " W H Y " S im p ly a s k
5 t im e s

1 ) W H Y w ill T V n o t c o m e o n ? W h at ?
B e c a u s e t h e r e is n o p o w e r . W h y ?
2 ) W H Y is th ere n o p o w er? W h ere ?
B e c a u s e t h e f u s e h a s b lo w n . W h en ?
3 ) W H Y h a s t h e f u s e b lo w n .? W h o ?
B e c a u s e t h e f u s e a m p r a t in g is t o lo w . How ?
4 ) W H Y w a s t h e f u s e a m p r a t in g t o o lo w ? ( W h e n lo o k in g
B e c a u s e it w a s in c o r r e c t ly s e le c t e d . a t a p r o b le m t o
5 ) W H Y w a s it in c o r r e c t ly s e le c t e d ? c la r if y
B e c a u s e t h e h o u s e h o ld e r w a s ig n o r a n t
u n d e r s t a n d in g )
o f t h e n e e d f o r c o r r e c t s e le c t io n .
A CT PLA N

C u s to m e r
S a tis f a c tio n
Technique 9 - Paired Comparisons.
CH ECK DO

W h a t a r e t h e y ? - T h e y a r e a m e t h o d o f H e lp in g t h e t e a m p r io r o t is e a
n u m b e r o f p o t e n t ia l c a u s e s a n d s o lu t io n s .

W hy use th e m ? - T o get a team concensus.

W h e r e is it u s e d ? - I n t e a m m e e t in g s

W h e n is it u s e d ? - W h e n t h e t e a m w is h e s t o k n o w t h e p r io r it y o f a
n u m b e r o f c a u s e s o r s o lu t io n s b e f o r e p r o c e e d in g t o t h e n e x t s t a g e .

W h o u s e s it ? - T he T eam .

H o w is it u s e d ? - T h e e x a m p le b e lo w s h o w h o w t h e T e a m s d e c id e d o n a
p r e f e r e d a c t io n t o im p r o v e h e a t t r e a t m e n t r o u n d n e s s .
No 6 Item is
No 2 Item is more likely more likely than
than No1 Item No3 Item

No It e m Co m p a ris o n To t a l
1 1 1 1 1 1 1 5
Reduced Lifting Weights
2 3 4 5 6 7
2 Provision of Appropriate 2 2 2 2 2 6
Footwear 3 4 5 6 7
3 3 3 3 3 1
Frequent back Health Checks
4 5 6 7
4 4 4 4 0
Reduced Lifting Reach
5 6 7
5 5 5 2
Increased Room Temperature
6 7
6 6 4
Propper Training
7
7 3
More Breaks

ADD up all the No 6’s

that have been circled
and put the number in
this column. And so on...
 A CT PLA N

C u s to m e r
S a tis f a c tio n
Technique 10 - IMPACT DIAGRAMS.
CH ECK DO

What are they? - They are a method by which the Team can identify the
priorities of a large list of Ideas/actions or Causes...
Why use them? -To get a Team Consensus and get the greatest Impact with
least effort.
When is it used? - In cases where the is a long list of items.
Where is it used? - Team Meetings
How is it done? -
Step1 Each Team Member should Rank against 2 - Criteria
1 The EASE of achieving ( 1 = Very Difficult to 10 = Very Easy ), and
2 The IMPACT of the result ( 1 = Very Low to 10 = Very High ) on the problem.

No. Idea , Action or Cause. EASE IMPACT

1 Training 9 6
2 New Gauge 5 9
3 New Machine 2 9
4 Change Coolant Supplier 4 4
5 Change Coolant Mix 8 4
6 In Process gauge 5 7
7 Air Plug on Line 8 9
8 SOP 9 9
9 100% checking by hand 8 8 These items
10 Communication 9 6
should be
done first as
HIGH
10 High
Impact /
10 8
9 3 2
IMPACT

8
7
9 Easy to do
6
6 10
& 1
5
4 4 5

3
2
1
LO 0
W 0 2 4 6 8 10
VERY
VERY E A S E EASY
DIFFICULT
 A CT PLA N

C u s to m e r
S a tis f a c tio n
Technique 11 - FORCE FIELD
CH ECK DO DIAGRAMS.
W h a t a r e t h e y ? - A m e t h o d o f c o n s id e r in g t h e p o s it iv e a n d n e g a t iv e e f f e c t s o f im p le m e n t in g
s o lu t io n ,

W h y u s e t h e m ? - T o e v a lu a t e t h e p o s s ib ilit ie s o f a d d it io n a l o u t c o m e s t o t h e p r o p o s e d
s o lu t io n .

W h e r e is it u s e d ? - T e a m r o o m

W h e n is it u s e d ? - W h e n t h e t e a m is d is c u s s in g p la n s t o im p le m e n t a s o lu t io n .

W h o u s e s it ? - T h e t e a m

H o w is it u s e d ? -

S t e p 1 W r it e a t t h e t o p o f a f lip c h a r t t h e s o lu t io n b e in g d is c u s s e d t h e n d r a w d ia g r a m b e lo w .

E x a m p le I m p le m e n t 3 - S h if t w o r k in g
M ore
Better O utput I m pr ove d M ore P o s it iv e
T eam s S c h e d u le s C o m p a t ib ilit y Force

R e lu c t a n c e o f A d d it io n a l
N e g a t iv e
P e o p le Costs
Force
Step 2 S k ill M ore staff
S hortage cove r
KEY
T r a n s f e r o n t o a n a ly s is s h e e t 1= LOW to 10 = HIGH

POSITIVE FORCES NEGATIVE FORCES

Ability to Ability to
FORCE Effect Total FORCE Effect Total
Influence Influence
Better Teams 5 5 25 Reluctance of People 3 5 15
More Output 8 7 56 Skill Shortage 7 6 42
Improved Schedules 6 6 36 Additional Costs 5 4 20
More Capability 7 7 49 More Staff Cover 4 6 24

This highest number in the This highest number indicates the

column indicates the worst Negative aspect that needs
a countermeasure.
HIGHEST benefit
A CT PLA N

C u s to m e r
S a tis f a c tio n
Technique 12 - SOLUTION EFFECT
CH ECK DO DIAGRAMS
What is it? - It is a way of Brainstorming the consequences of
implementing a solution..
Why use it? -The Team should be aware of any side effects that
implementing a solution may have.
When is it used? - When a solution has been determined , but prior to
implementation.
Where is it used? - Team Meetings
How is it done? -
- 1 Construct the Diagram Below

M O NEY M A T ER IA LS

In cr e a sed W a te r
u se. N ig h t S h if t P a y

A d d it io n a l
W a g e s A d m in Im p ro v e d J IT
Co st s u p p ly to C u s to m e r
In cr e a sed
Po w er u se
I m p le m e n t 3 - S h if t
W o r k in g Im p r o v e d M a n n in g A d d itio n a l S k ills

F le x ib ility
Im p r o v e d S e tt in g

Im p ro v e d
M o r a le

M ET HO D S M AN PO W ER

From this diagram, the key actions to ensure success can be

identified and any potential “downsides” to the solution can be
highlighted.
A CT PLA N

C u s to m e r
S a tis f a c tio n
Technique 13 - SCHEDULE or
CH ECK DO PROJECT PLANNING.

What is it? - A Method of organising and communicating tasks and

actions in a sequence that achieves the desired project result.
Why use it? -To enable the planning of projects in the most economical
way possible.
When is it used? - When a solution has been determined , but prior to
implementation.
Where is it used? - Team Meetings
How is it done? -
1 Brainstorm all the actions required to implement the project.
2 Allocate responsibility for seeing a project through.
3 Decide the sequence that the actions must occur in.
4 Agree the Implementation dates.

The project can then be arranged in Gannt Chart form as

shown below using Microsoft Project.

September October
ID Task Name Duration 31/08 07/09 14/09 21/09 28/09 05/10 12/10
1 List all Improvement Teams 3 days pw
2 List All Facilitatots active/want to be active 3 days pw
3 List of Sponsors - Leaders / Facilitators 3 days pw
4 Identify Gaps 3 days sb,pw,aa
5 Devise Strategy to close gap 5 days sb
6 Lisk Key Behaviours 1 day
7 Make preparatory list for discussion 1 day pw
8 Ammend PDCA Guide to include Policy on Improvement 5Teams
days sb
9 SOP for Continuous Improvement 2 days aa
10 ( Natural Work Teams ) 1 day sb
11 Establish Team Leaders - competancy to Lead Team 1 day aa
12 Agree with management Team the Policy and project outcomes
1 day
 A CT PLA N

C u s to m e r
S a tis f a c tio n
Technique 14 - FAILURE
CH ECK DO PREVENTION ANALYSIS.

What is it? - A technique that allows you to anticipate and counter

problems before the implementation of a solution.
Why use it? - To be proactive. Putting countermeasures in place to
prevent a project going wrong.
When is it used? - When a solution has been determined , but prior to
implementation.
Where is it used? - Team Meetings
How is it done? -
1 Brainstorm what could go wrong.
2 Rank the possible failure by designating potential and
consequence of going wrong.

Overall
Potential Failure Potential Consequence Ranking
Rating

A. New Business will not fit the Line 4 5 20 6

B. Late Delivery will mean loss of orders 5 5 25 4
C. The quality Standard is not met. 6 6 36 2
D. The Line is too slow. 3 3 9 7
E. The project is over budget. 7 3 21 5
F. It is too long for the building. 1 8 8 8
G. The machine is not Safe. 4 8 32 3
H. The machine is not CE marked. 9 8 72 1

Score Potential and Consequence on a scale of 1 to 10 and multiply together to give overall
Rating