2016 UK LEA Learning Session

4 Types of Problems
Coaching Problem Solving &
Developing People Toyota Style
Learning Session Outline
• 4 Types of Problem Framework
• Type 1 – Troubleshooting
• Type 2 – Gap from Standard
• Type 3 – Target State
• Type 4 – Innovation
• Summary
Background - Lean / Toyota

Toyota Kamigo Kamigo Taiichi

Overhead Entrance Ohno

Precision & Machine Lower Volume & High Volume &

Intensive Higher Mix Lower Mix
Other Background - Work

www.artoflean.com
Other Background - Stuff
 TPS Development Timeline
Western Influences:
Taiichi
Mass Production & TPS Development Ohno
moving conveyor lines Loom Business Automotive Company

Scientific Principles 1902 1937 1950 1973 2016

Of Management

Standardization
Of Parts

Many Others….

Sakichi Kiichiro Taizo Fukio Eiji Fujio

Toyoda Toyoda Ishida Nakagawa Toyoda Cho

Various parties and key individuals

involved over a long period of time
20th Century & Problem Solving
4 Types of Problem Situations
4 Types & Benkei Analogy
Benkei 7 QC Tools Kaoru Ishikawa
1. Data Collection / Check sheets

2. Cause-and-effect diagram

3. Flow charts The term “7 QC tools” is named after

the seven tools of Musashibo Benkei
the famous warrior monk. Benkei
4. Histogram owned seven weapons which he used
to win all his battles. Similarly from
my own experience you will find that
5. Pareto chart you will be able to solve 95% of the
problems you face if you properly use
6. Control chart the 7 QC tools.

Professor Emeritus
7. Scatter diagram University of Tokyo
4 Types of Problem Situations
Type 1 – Troubleshooting

Condition based trigger

Either human or machine
Andon Response Example

1. Automated process cycling 2. Mechanical probe detects broken

normally cutting tool and stops the machine

3. Probe signals an “andon” board 4. The operator immediately takes

for visual display corrective action and confirms good
products to the following process
Type 1 – Troubleshooting

Rapid Problem Solving

• Concern
• Cause
• Countermeasure
• Check

Time & quantity

based triggers
Reviewed hourly by
supervisor
4 C’s Thinking

Minimal (if any) documentation involved. No A3’s.

Mainly discussion, thinking, rapid action & follow up.
Yes - 5 Why is the Ideal
Situation: A machine tool has stopped working halting production.

1) “Why did the machine stop working?”

• “Because the machine overloaded blowing the fuse in the control panel.”
2) “Why did the overload condition result?”
• “Because there was insufficient lubrication to the spindle bearing.”
3) “Why was there insufficient spindle bearing lubrication?”
• “Because there was insufficient lubrication drawn up by the pump.”
4) “Why was there insufficient lubrication draw from the pump?”
• “Because the pump shaft was worn and rattling.”
5) “Why was the pump shaft worn?”
• “Because there was no strainer on the lubrication device inlet port, and
small metal cutting chips entered the system causing damage.”
Key Point is the Countermeasure!
Toyota Supervisor Image

Rapid response to problems and “All Mighty” Supervisor Image

abnormal conditions by production 1. Safety
-Team Member 2. Job Ability
-Team Leader 3. Team Leadership
-Group Leader 4. Kaizen Skills / Problem Solving
-Manager 5. Technical Knowledge
-Plant Manager 6. Human Relations
Exercise & Discussion

• Small Groups
• Create hourly surfacing example
• Create trouble shooting examples 1 per person
• Frame them in the language of 4C’s
• Vote and decide on best one for sharing
• Prepare flip chart presentation
• Present to audience
4 Types of Problem Situations
Type 2 – Gap from Standard

5W 1H &
5th Why Emphasis
KPI’s & Problem Solving
Daily Meeting

Start of 8 hour shift

Daily performance trend
Major problem communication
Departmental coordination
Priority alignment & clarification
Hop topics, etc.
May or may not have problem type A3’s posted here
Shop Floor Management Board
Problem Solving Report / A3
Problem Background Countermeasures

Problem Definition

Goal Check Results

Root Cause Analysis Follow Up & Standardize

Clarify the Problem Background
Define the Problem
Define the Problem
Problem Investigation
TPS TPS
D. Problem Investigation Sequence
1. Measure actual dimensional extent of problem
A. Immediate 2. Look for obvious contamination or abnormalities
abnormality 3. True and re-dress grinding wheel and observe status
signal 4. Check actual grinding wheel (check “pores”)
5. Confirm actual (not theoretical) stock removal
6. Send part to QC Mat’l lab for hardness and HT depth check
7. Check actual cutting conditions
• Wheel RPM
• Feed Rate, Depth of Cut, etc.
B. Go to • SFPM
actual
TPS 8. Confirm status of datum features
machine and 9. Measure spindle run out
see status 10. Coolant check
• Flow rate / pressure
• Nozzle condition and direction
• Temperature
• Concentration
Std. C. Ascertain
actual
problem
S
Actual
situation
Gap

Cpk 1.15 Cpk 2.33

Dig Deeper! 8G’s
• Genba 現場 Actual Place
• Genjyou 現状 Actual Condition
• Genchi 現地 Actual Location
• Genbutsu 現物 Actual Object
• Genjitsu 現実 Actual Facts
• Genji 現時 Actual Time
• Genpo 現法 Actual Method
• Genin 現因 Actual Cause
Dig Deeper! Plain English
5W 1H Level 1 Level 2 Level 3 Level 4 Level 5

Who? Site Department Group Team Individual

Actual instant of
When? Day Shift Hour Minute
occurrence

Specific production Actual location in Actual point of

Where? General area Specific process
line level the process occurrence

What? Occurrence Symptom Broad problem Categorical problem Specific problem

Why? 1st cause 2nd cause 3rd cause 4th cause 5th cause

Gap from actual

Non-conformance Dimensional Above standard Comparison to
How / How much? standard: e.g., .001
issue variation allowed actual Standard
mm
Set a Goal
3 Factors
From what level?
To what level?
By when?

SMART
Specific?
Measurable?
Attainable?
Relevant / Realistic?
Time bound?

Poor examples include:

1) Find the root cause! (This is the next step of the process)
2) Implement lean tools like 5S or Standardize Work, etc. (This is an action item)
3) Train the employee (This is jumping to conclusions)
Analyze the Problem

Convergent
Focused
Analytic
C&E Relationship
Standard attainment
Scope control
Logic Based - Fishbone

Fishbone is the common name for a structured Cause & Effect diagram
You do not “brainstorm” a fishbone
Distinguish between critical thinking and creative thinking
Simply writing down random opinions = Wishbone diagram
Logic Based – 5 Why
Situation: A machine has stopped working halting production.

1) “Why did the machine stop working?”

• “Because the machine overloaded blowing the fuse in the control panel.”
2) “Why did the overload condition result?”
• “Because there was insufficient lubrication to the spindle bearing.”
3) “Why was there insufficient spindle bearing lubrication?”
• “Because there was insufficient lubrication drawn up by the pump.”
4) “Why was there insufficient lubrication draw from the pump?”
• “Because the pump shaft was worn and rattling.”
5) “Why was the pump shaft worn?”
• “Because there was no strainer on the lubrication device inlet port, and small metal
cutting chips entered the system causing damage.”

Note deeper causes exist!!!!

However here at this level a quick,
inexpensive, and effective
countermeasure can be established
Statistical Based - OVAT
Simple case of
inadequate coolant
flow to the part due
to a blocked /
damaged coolant line.

One variable (coolant

flow) cause the entire
problem….

Before Cpk 1.15 After Cpk 2.33

Statistical Based - MVAT

Complex case of multiple Basic OTD Case & Multiple Factors

independent variables -Inventory amount
-Temperature -Order entry system
-Pressure -Lead time to produce
-Processing time -Material storage
-Etc. -Production schedule
-Set up time
-Production execution
Key Points in RCA

Area of emphasis Key Points

Analytical Break it down to the proper level for study. No
one technique is always best.
Quantitative / Qualitative Measure and organize carefully in order to
understand relationships.
Detailed Get the facts using 8G’s or 5W 2H to the
proper level for the problem in question.
5 Why & RCA Review
 Establish Countermeasures

Weaker Stronger
Administration Countermeasures

Examples of Administrative C/M

Standardized Work / Work Instructions
Inspection Frequency or Method
Training and Communication
Detection Countermeasures
Jidoka concept

Examples of Detection C/M

Error proofing
Sensors (Mechanical, Electrical, Optical, etc.)
In-process auto measurement
Immediate post process auto measurement

Automatically stop the process at

any detection of a defect or
abnormal condition
Prevention Countermeasures
Check Results

Primary Purpose:
1) Check and verify if you have attained your results goal
2) Check and verify if your process metrics are sound

Common Mistakes:
1) Falling into the mistake of checking the completion of action items. That is not
the same thing as checking whether or not you have accomplished the goal!
2) Not checking if you attained your goal!
Check Results

Key Points:
1) How long will you follow up to ensure success?
2) Are your countermeasures “sticky”?
Follow Up & Standardize
Follow Up & Standardize
Type 2 Summary

Type 1 Troubleshooting is about

rapid action and response to the
abnormal condition…an analogy is
thinking fast.

Type 2 Gap from standard problem

solving is about being more deliberate
and slowing down to consider what is
the real problem or root cause…an
analogy is thinking slow.
Exercise & Discussion

• Same as before
• Now prepare a Type 2 Problem for presentation
• Flip Chart – Basic Steps
1. Problem Background
2. Problem Definition
3. Set a Goal
4. Root Cause Analysis
5. Countermeasures
6. Check Results
7. Standardize & Follow Up
4 Types of Problem Situations
 Type 3 – Target State
Kaizen Methods
(Future) Ideal
Situation 改善方法

GAP Type 3 -
“Target State”

Acceptable (Current Normal

State) Situation Status

GAP Type 2 - “Gap

from Standard”
問題解決
Problem Solving
Current
Situation
Type 3 – Raise the Bar
Target State Concept (Time Frame)
You Can Target State Anything!

• Products
• Processes
• Services
• Sports
• Metrics

But you have to think

and not just copy…
Two Types of Thinking
Target State Improvement Steps
Process Example SMED Example
Dedicated Press
Part A

Dedicated Press
Part B

Dedicated Press Flexible Press

Part C Parts A, B, & C

3 Dedicated Machines 1 Machine / 3+ Tools

No Flexibility Change Over Flexibility
Each 30% Utilization 90% Utilization
Make lots of inventory! Run more JIT style
Set Up Reduction
Software Example

Same basic principle as

SMED in die
Unix exchange…
Linux
Key here is not the
time change over
Windows aspect but the
software ability to act
and host multiple
server types…

3 Dedicated Servers 1 Virtual Server

Each 30% utilized Now 90% utilized
No flexibility Flexibility
Stranded resources Less waste
Type 3 – Target State Summary

Divergent
Creative
Synthesis
Requires change
Longer time
Greater span
4 Types of Problem Situations
4 Types of Problem Situations

Small
Medium
Large
Toyota Suggestion System 1951

Although the TCISS offered incentives to employees,

the real value of the system was that it provided
motivation to employees by focusing on their skills
and creativity. The TCISS systemized the practices that
had been customary since the time of Toyota Motor
Corporation founder Kiichiro Toyoda: respecting
The system was introduced by Managing opinions from production and sales and conducting
Director Eiji Toyoda in 1951 when it became spontaneous on-site inspections while simultaneously
clear during the post Second World War inviting suggestions for improvements.
economic recovery that Toyota's production
facilities needed improvement. Toyoda took the
idea of TCISS (the creative ideas suggestion
system) from a Ford Motor Company plant
which he had visited in July 1950.
Washer Process Innovation

Entry View Front View

Employee Improvement Idea
• “It occurred to me that the thought of putting the
cylinder head through a large box shaped industrial
washer was inherently a bad idea…blasting it from
the outside with dozens of high pressure nozzles
only pushed some cutting chips, dirt, and
contaminants father into the holes and ports, etc.”
• “It also occurred to me that just dunking the cylinder
head into a series of 55 gallon sized dunk tanks via a
robotic arm would work better. Plunging action into the
tank with an agitator style of motion would drop the
chips and contaminants out with less time, energy,
cost, maintenance, and higher end quality…”
Prius, Lexus, & Mirai
Type 4 – Vision / Innovation

Doblin: 10 Types of Innovation: The Discipline of Building Breakthroughs

5 Why Example Revisited
Situation: A machine tool has stopped working halting production.

1) “Why did the machine stop working?”

• “Because the machine overloaded blowing the fuse in the control panel.”
2) “Why did the overload condition result?”
• “Because there was insufficient lubrication to the spindle bearing.”
3) “Why was there insufficient spindle bearing lubrication?”
• “Because there was insufficient lubrication drawn up by the pump.”
4) “Why was there insufficient lubrication draw by the pump?”
• “Because the pump shaft was worn and rattling.”
5) “Why was the pump shaft worn?”
• “Because there was no strainer on the lubrication device inlet port, and
small metal cutting chips entered the system causing damage.”
5 Why Revisited
• Type 1 - Troubleshoot cutting chips by daily cleaning and
maintenance of the machine for immediate relief.

• Type 2 – Put the strainer on the inlet port in the previous example
for recurrence prevention.

• Type 3 – Evacuate the cutting chip better by breaking the cutting

chips smaller, with better coolant systems, chip breakers, and
better tooling conditions. Also improve machine guards and tank
covers for a more creative solution.

• Type 4 – Tooling innovation, chip formation optimization, cutting

condition innovation, washer process redesign, and upstream die
casting optimization for process innovation. Material and product
innovation are also possible angles.
4 Types of Problem Situations
4 Types & Benkei Analogy
Benkei Kaoru Ishikawa Baka / バカ / 馬鹿

馬鹿の一つ覚え
The term “7 QC tools” is named after [ばかのひとつおぼえ,
the seven tools of Musashibo Benkei baka no hitotsu-oboe
the famous warrior monk. Benkei
owned seven weapons which he used
to win all his battles. Similarly from A fool remembers only
my own experience you will find that
you will be able to solve 95% of the one thing
problems you face if you properly use
the 7 QC tools.
A fool knows only one way
Professor Emeritus of doing things
University of Tokyo
Session Summary
• Benkei versus Baka analogy and be careful of
experts who only know one way
• Each type has a different cadence and focal point
• Learning by doing is key for all four types
• Reflection after doing is key as well. However you
can’t just “think” your way to improvement
• Problem solving, innovation and improvement
require perspiration and willingness to fail more
than once
Appendix