IBS – Interplex Bussiness system

A3 Problem Solving Process

 Your training will include:

Introduction

1. Clarify the problem

• Systematic Approach for Problem Solving

2. Grasp the situation

• Application of Methods:
7 QC Tools, ISHIKAWA and 5 Whys
3. Target setting
• Handling of the 8 Steps in A3 Report
4. Root Cause Analysis

5.&6. Development of
Countermeasures and
Implementation

7. Monitor Results

8. Standardization

2
 Question:
What is a problem ?
Introduction

1. Clarify the problem

Problems are gaps between the current condition and the
desired condition (= standard)
2. Grasp the situation

3. Target setting
The most important part of problem prevention and
4. Root Cause Analysis problem solving is fully and completely understanding
5.&6. Development of the current condition
Countermeasures and
Implementation

7. Monitor Results
 A well defined problem is 50% solved.
8. Standardization

3
 Background

How do we solve problems today ?

Introduction
Has the problem been understood?
1. Clarify the problem
Do we ask for the root causes?
2. Grasp the situation Do we use tools for problem solving?
Do we work in a team?
3. Target setting

Do we monitor the result?

4. Root Cause Analysis
Do we define a standard for good solutions?
5.&6. Development of
Countermeasures and
Implementation

7. Monitor Results

8. Standardization

4
 Examples for Non-Analytical Problem Solving

Extremes

Methods Analysis Paralysis Actionist

Introduction

1. Clarify the problem

2. Grasp the situation

Type Theorist Doer

3. Target setting Action Much discussion and Immediately applies changes with
superficial analysis without component, machinery, process with out
clear results. clear understanding of problem
4. Root Cause Analysis
contributors.

5.&6. Development of Result Discusses Problem over Problem not solved. Much time and effort
Countermeasures and
Implementation root cause, solution, etc… are wasted trying to get back from where
7. Monitor Results
we are.

8. Standardization

5
 Problem solving with standard methods

To solve problems

Introduction

 Rationally
1. Clarify the problem

2. Grasp the situation  Scientifically

 Effectively
3. Target setting

 Efficiently
4. Root Cause Analysis

5.&6. Development of
Countermeasures and
Implementation

7. Monitor Results We need a standard procedure and appropriate tools

8. Standardization

6
 The problem solving funnel

GRASP THE SITUATION

Initial Problem Perception
(large, vague or unclear)

step 1 CLARIFY THE PROBLEM

GRASP THE
step 2
Introduction CURRENT SITUATION

1. Clarify the problem

step 3 TARGET SETTING
Plan
2. Grasp the situation
ROOT CAUSE
step 4
ANALYSIS
3. Target setting

4. Root Cause Analysis step 5 DEVELOP COUNTERMEASURES

AND EXECUTE
step 6
5.&6. Development of
Countermeasures and Do
Implementation
step 7 MONITOR RESULTS
7. Monitor Results Check
AND PROCESSES

8. Standardization
Action step 8 STANDARDISE
SUCCESSFUL PROCESSES

7
 A3 Report Problem Solving Process

Step 1: Clarify the

problem
Introduction

1. Clarify the problem

2. Grasp the situation

3. Target setting

4. Root Cause Analysis

5.&6. Development of
Countermeasures and
Implementation

7. Monitor Results

8. Standardization

8
 1. Clarify the problem

Describe in concrete terms such as:

 What is exactly the problem? Which is the malfunction?
 Which products or processes are affected?
Introduction

 Where did it appear the first time?

1. Clarify the problem
 How is the trend of the problem?
2. Grasp the situation  What is the frequency of the failure?

3. Target setting

Activities:
4. Root Cause Analysis
 Investigate facts - No speculation
5.&6. Development of  Talk to the involved people
Countermeasures and
Implementation
 Observe the situation directly (go and see)
7. Monitor Results

8. Standardization

9
 1. Clarify the problem A3 Report

1. Clarify the ideal situation and current situation of the problem

2. Visualize the gap between the current and ideal situation

Introduction

1. Clarify the problem

Ideal Situation = Standard condition

2. Grasp the situation

GAP
Problem
3. Target setting
4,00%

Current 3,50%
4. Root Cause Analysis Current
Situation
3,48%
3,00%
GAP of 1,48
2,50%
5.&6. Development of
Countermeasures and 2,00% Ideal
Implementation 2%
1,50%
7. Monitor Results
1,00%

0,50%

8. Standardization 0,00%
Current Situation Ideal

10
 A3 Report Problem Solving Process

System boundary
Text
Problem description
Text
4,00%

3,50% Current
3,48%
3,00%
GAP of 1,48
2,50%

Picture, drawing, Graphic for problem description Improvement team 2,00% Ideal
2%
Name Function Presence
100% 1,50%

1,00%

0,50%

0,00%

Introduction
Current Situation Ideal

1. Clarify the problem

2. Grasp the situation

3. Target setting
Step 2: Grasp the
current situation
4. Root Cause Analysis

5.&6. Development of
Countermeasures and
Implementation

7. Monitor Results

8. Standardization

11
 2. Grasp the current situation

Guidelines
a) Go and see

Introduction  Go to the actual workplace, where the problem occurs

 Talk with the operators
1. Clarify the problem
 Be curious
2. Grasp the situation
 Compare good and bad parts, shifts, days, products.
 Assemble and dis-assemble parts several times
3. Target setting  Use your eyes and legs (go and see)

4. Root Cause Analysis

b) Speak with data: don’t guess, be sure
5.&6. Development of
Countermeasures and
Implementation  Explain the situation in numbers
7. Monitor Results  Take decisions based on facts

8. Standardization

12
 Problem Analysis & Visualization: 7 QC-Tools

• Use simple charts for problem analysis and visualization

• Better use several charts than too complicated ones
• Make use of the 7 standard QC-Tools (QC = Quality Control)
Introduction

1. Clarify the problem

 Check Sheets
 Pie Chart
2. Grasp the situation
 Bar Chart
3. Target setting  Control Chart

4. Root Cause Analysis

 Histogram
 Pareto-Chart
5.&6. Development of
Countermeasures and
Implementation  Scatterplot
7. Monitor Results

8. Standardization

13
 QC-Tool: Check Sheet

 Simple counting of incidents

 Categorization in groups
 Total of results
Introduction

1. Clarify the problem

Failure Occurrence Number

Flash IIII III 8

2. Grasp the situation

Tolerance N.G. II 2
3. Target setting

Surface area IIII IIII IIII II 17

4. Root Cause Analysis
Welding IIII II 7
5.&6. Development of
Countermeasures and
Implementation Geometry III 3
7. Monitor Results
Painting IIII IIII IIII IIII III 23

8. Standardization
Sum ∑ 60

14
 QC-Tool: Pie Chart
 Rapid overview about the percentage rates of values
 Not more than 10 values to achieve transparency

Introduction
Flash
10%
1. Clarify the problem

Painting

2. Grasp the situation 30%

3. Target setting

Surface
4. Root Cause Analysis 30%

5.&6. Development of
Countermeasures and
Implementation
Welding
7. Monitor Results
10%

8. Standardization
Geometry

20%

15
 QC-Tool: Bar Chart
 Frequent chart type
 Suitable for up to 15 values

Introduction

6
1. Clarify the problem

2. Grasp the situation

4

3. Target setting 3

4. Root Cause Analysis 2

1
5.&6. Development of
Countermeasures and
Implementation 0
7. Monitor Results

8. Standardization

16
 QC-Tool: Control Chart

 Graphs demonstrate functional correlation of two attributes

 Often charted parallel over one time scale

Introduction

Measurements
1. Clarify the problem
120

2. Grasp the situation 100

3. Target setting 80

60
4. Root Cause Analysis

40
5.&6. Development of
Countermeasures and
Implementation
20
7. Monitor Results

8. Standardization

17
 QC-Tool: Histogram

 Shows the distribution pattern of the data

 Simple estimation of location, dispersion und distribution pattern of
data

Introduction

relative
1. Clarify the problem
Häufigkeit
25,00%

2. Grasp the situation

20,00%

3. Target setting

15,00%

4. Root Cause Analysis

10,00%
5.&6. Development of
Countermeasures and
Implementation
5,00%
7. Monitor Results

8. Standardization 0,00%
1 2 3 4 5 6 7 8
Klassen

18
 QC-Tool: Pareto Chart

 In comparison to the bar chart not only the absolute figures

are shown, but also the percentage and cumulated figures.
 80-20 rule: the main amount of the problems
has very few causes
Introduction

1. Clarify the problem 100 100

97 100
94

30,00 88

2. Grasp the situation

79
80

25,00

3. Target setting

20,00 60
80% of failures
4. Root Cause Analysis 52 absolute Häufigkeit
are in the first
5.&6. Development of
15,00 kumulierte Häufigkeit in
%
40
two pillars
Countermeasures and
Implementation 10,00

7. Monitor Results
20

5,00

8. Standardization
0,00 0
Dichtigkeit innen Maße Heftpunkt fehlt Abgasstutzen Lot Halter schief Drallrohr fehlt
nio schief

19
 QC-Tool: Scatterplot
 Demonstrates the correlation between (two)
parallel sampled data
 The graph gives information about the correlation
(linear, exponential, none,..)
Introduction

1. Clarify the problem Diagrammtitel

120

2. Grasp the situation

100

3. Target setting

80

4. Root Cause Analysis

60
5.&6. Development of
Countermeasures and
Implementation 40

7. Monitor Results

20

8. Standardization

0
0 20 40 60 80 100 120

20
 7 QC-Tools: Summary QC-Tool

Drallrohr fehlt
Häufig- 10%
Messwerte
Fehlerart Strichliste 6
keit 120
Dichtigkeit innen
Lotrest IIII III 8 nio 5
100
30%

4
Toleranz niO II 2
80

3
Fügepunkt niO IIII IIII IIII II 17
Introduction
Heftpunkt fehlt 60
30%
2
Grat IIII II 7 40

Fehlfarben III 3 20

Halter schief 0

1. Clarify the problem

10% ief f hlt hlt
Dichtigkeit niO IIII IIII IIII IIII III 23 en
nio
rs
ch sc
hie
kt
fe
hr
fe 0
inn lte en un ro
all

.1 08

.1 08

.1 08

.1 08

.1 08

.1 08

.1 08

.1 08

.1 08

.1 08

.1 08

.1 08

.1 08

.1 08

.1 08

.1 08

.1 08

08
Ha utz ftp
eit Dr

05 .20

07 .20

09 .20

11 .20

13 .20

15 .20

17 .20

19 .20

21 .20

23 .20

25 .20

27 .20

29 .20

01 .20

03 .20

05 .20

07 .20

20
gk st He

2.
s

2
hti ga

.1
Gesamtsumme ∑ 60

03
Abgasstutzen Dic Ab
schief
20%

2. Grasp the situation Check Sheet Pie Chart Bar Chart Control Chart

3. Target setting
relative 100 100 Diagrammtitel
Häufigkeit 97 100
94
25,00% 120
30,00 88

4. Root Cause Analysis 20,00% 25,00

79
80 100

80
20,00 60
15,00%
52 absolute Häufigkeit

5.&6. Development of
60
15,00 kumulierte Häufigkeit in
%

Countermeasures and
10,00% 40

40
10,00

Implementation 5,00%
5,00
20
20

7. Monitor Results 0,00%

1 2 3 4 5 6 7 8 0,00
Dichtigkeit innen Maße Heftpunkt fehlt Abgasstutzen Lot Halter schief Drallrohr fehlt
0
0
0 20 40 60 80 100 120
Klassen nio schief

8. Standardization Histogram Pareto-Diagram Scatterplot

21
 2. Grasp the current situation

Large / Vague Problem Break down

What? Where? When? Who?

Introduction

1. Clarify the problem Problem Problem Problem Break down

2. Grasp the situation

3. Target setting
Problem Problem Problem Problem
Prioritize
Priority
Problem the problem
4. Root Cause Analysis

5.&6. Development of
Countermeasures and
Implementation
Process Process Process Process Process Process Process
See the process
7. Monitor Results Start Point of Final point
Occurrence

Detection
8. Standardization of errors

Specify the point of occurrence (POC) by analyzing the data

Eliminate the factors one by one to reach one POC 22
 2. Grasp the current situation

Categories for problem breakdown

Introduction
1. By time:
Month, week, day, dayshift, nightshift, day of week, time, morning, afternoon,
1. Clarify the problem
etc.
2. By process:
2. Grasp the situation
machine, tool, jig, die, age of machine, etc.

3. Target setting
3. By working method:
temperature, pressure, humidity, speed, standardized work
4. Root Cause Analysis 4. By workforce:
Section, workgroup, task force, relieving, new/old, expertise, age, experience
5.&6. Development of
Countermeasures and 5. By product:
Implementation

7. Monitor Results
Batch number, supplier, inspection equipment, document etc.

8. Standardization

23
 2. Grasp the current situation
Break down visually and specify main contributors

100
90
Pareto-Diagram Pareto-Diagram
80
Break down
70
Level 1 Level2
60
Introduction 50
40
30
20
1. Clarify the problem 10
0
1 2 3 4 5

2. Grasp the situation

Transfer to
3. Target setting
ISHIKAWA-Diagram
Human Management Methods
4. Root Cause Analysis

5.&6. Development of
Countermeasures and
Implementation Problem
7. Monitor Results

8. Standardization
Material Machine Environment

24
 Cause- and effect-Diagram (ISHIKAWA-Diagram)

To be used for recording of PROBLEM CAUSES,

not the PROBLEM SOLUTION

Introduction

1. Clarify the problem The CAUSES and EFFECTS

are analyzed separately
2. Grasp the situation

3. Target setting
The causes are separated in MAIN and MINOR CAUSES
4. Root Cause Analysis

5.&6. Development of
Countermeasures and
Implementation

7. Monitor Results

8. Standardization

Karuo Ishikawa (1915-1989)

25
 2. Grasp the current situation
Collect possible causes for 5 M’s

main causes

Man Measurement Methods minor causes

Introduction

1. Clarify the problem

2. Grasp the situation Specified

Problem
3. Target setting
with POC
4. Root Cause Analysis

5.&6. Development of
Countermeasures and
Implementation
Material Machine Others/
7. Monitor Results
environment
8. Standardization
cause effect

26
 2. Grasp the current situation

Basic rules of brainstorming:

Introduction
 No criticism

1. Clarify the problem

 Pick up and develop new ideas

2. Grasp the situation

3. Target setting
 Full scope of the imagination

4. Root Cause Analysis

 Quantity is more important than quality
5.&6. Development of
Countermeasures and
Implementation

7. Monitor Results

8. Standardization

27
 2. Grasp the current situation
Verify all possible caused based on data or evidence

Introduction

1. Clarify the problem

2. Grasp the situation

3. Target setting

4. Root Cause Analysis

5.&6. Development of
Countermeasures and
Implementation

7. Monitor Results

8. Standardization

28
 2. Grasp the current situation A3 Report

Confirm cause – effect relationship  Select direct causes

Human Measurement Method 

s
Introduction
O O

1. Clarify the problem O O
Specified
2. Grasp the situation Problem
1
X O with POC
2
3. Target setting
X O

4. Root Cause Analysis

Material Machine Environment/

5.&6. Development of
Countermeasures and others
Implementation O Potential cause investigated & confirmed ok to standard or dismissed based on fact
7. Monitor Results
 Potential cause investigated, confirmed as an indirect contributor

8. Standardization X Potential cause investigated & confirmed as direct cause

The selected causes are marked with the number in a triangle

1

29
 A3 Report Problem Solving Process

System boundary
Text
Problem description
Text
4,00%

3,50% Current
3,48%
3,00%
GAP of 1,48
2,50%

2,00% Ideal
Picture, drawing, Graphic for problem description Improvement team 2%
Name Function Presence 1,50%
100%
1,00%

0,50%

0,00%
Current Situation Ideal

Introduction

4
1. Clarify the problem 1
100
90 Pareto-Diagram
80
70
60
Stratify 1
50
40

2. Grasp the situation

30
20
10
0
1 2 3 4 5

2
100

3. Target setting Pareto-Diagram

90
80
70
60
Stratify 2
50
40
30
20

4. Root Cause Analysis

10
0
1 2 3 4

3
1 2 3 4 5

Process Process Process Process Process Process Process

Start Point of Final point

5.&6. Development of
Occurrence

Countermeasures and Detection

Implementation
of errors

7. Monitor Results

Step 3:
8. Standardization
Target setting

30
 3. Target setting

Target
Introduction

1. Clarify the problem

Specific

2. Grasp the situation

Measurable
Attainable
3. Target setting
Realistic

4. Root Cause Analysis Time-bound

5.&6. Development of
Countermeasures and
Implementation

7. Monitor Results
Prioritized problem at the point of
8. Standardization occurrence

31
 3. Target setting A3 Report

Clarify the problem ISHIKAWA

Human Management Methods 

4,00% O O

3,50% Current
3,48% O O
3,00%
GAP of 1,48 Problem
1
2,50%
X O
2
2,00% Ideal X O
2%
1,50%

Introduction 1,00% Material Machine Environment

0,50%

0,00%
1. Clarify the problem Current Situation Ideal

2. Grasp the situation

Break down overall target according to prioritized

3. Target setting influence factors in ISHIKAWA diagram
4,00%
4. Root Cause Analysis Actual Target development
3,50%
3,00% 1
5.&6. Development of
Countermeasures and
2,50% 2
Implementation 2,00% 3
7. Monitor Results 1,50%
1,00%
0,50%
8. Standardization 0,00%
1 2 3 4 5 6 7

32
 A3 Report Problem Solving Process

Step 4:
System boundary
Text
Problem description
Text
4,00%

3,50% Current
3,48%
3,00%
GAP of 1,48
2,50%

2,00% Ideal

Root Cause Analysis

Picture, drawing, Graphic for problem description Improvement team 2%
Name Function Presence 1,50%
100%
1,00%

0,50%

0,00%
Current Situation Ideal

Introduction
5 x Why
1. Clarify the problem

2. Grasp the situation

3. Target setting

4. Root Cause Analysis

5.&6. Development of
Countermeasures and
Implementation

7. Monitor Results

4,00%
Actual Target development
3,50%
3,00% 1

8. Standardization 2,50%
2,00%
2
3
1,50%
1,00%
0,50%
0,00%
1 2 3 4 5 6 7

33
 4. Root Cause Analysis – 5 times “ Why”
Guideline

• Asking “why” many times helps us understand problems

• Ask “why” at least 5 times (generally more)
Introduction
• Brainstorm all the reasons why the situation exists
1. Clarify the problem
• Keep asking why until it doesn’t make sense to ask any more:
2. Grasp the situation • If you need more information, get it, then continue asking why
• Stop if the likelihood is so remote it’s not worth pursuing
3. Target setting
• Stop if you have enough information to guide you to a
4. Root Cause Analysis permanent solution
• Verify that the “whys” are true
5.&6. Development of
Countermeasures and
Implementation • Gather data, go and see, etc.
7. Monitor Results

8. Standardization

34
 4. Root Cause Analysis – 5 times “ Why”
Example

Problem:

Introduction Printer always displays “Failure”. Why ?

 Jam in feeder. Why ?
1. Clarify the problem

 Multiple sheets were drawn-in at the same time. Why ?

2. Grasp the situation
 Sheets were inserted incorrectly (“Dog-ears”). Why ?
3. Target setting  The feeder is difficult to reach. Why ?
 The printer is too close to the wall.
4. Root Cause Analysis

5.&6. Development of
Countermeasures and
Implementation Conclusion: Move printer away from the wall.
7. Monitor Results

8. Standardization

35
 4. Root Cause Analysis – 5 times “ Why”

Action: Take direct causes from Ishikawa diagram and start 5 Why

ISHIKAWA
1
The potential root cause is
Introduction identified and transferred
to the countermeasures
1. Clarify the problem

2. Grasp the situation Why? Why? Why? Why? Why?

X
1
3. Target setting
Cause Cause Cause

4. Root Cause Analysis Cause Cause Cause Cause Cause 1.1

5.&6. Development of
Countermeasures and
Implementation
Sometimes there
are multiple answers
Cause Cause Cause
X
7. Monitor Results to one question
Cause 1.2

2
8. Standardization

36
 4. Root Cause Analysis – 5 times “ Why”

Challenge the answers with „therefore“, Why?

therefore

from the root cause to the begin

Introduction
Therefore Therefore Therefore Therefore Therefore
1. Clarify the problem

X
1
Cause Cause Cause
2. Grasp the situation
Cause Cause Cause Cause Cause 1.1

X
3. Target setting
Cause Cause Cause
4. Root Cause Analysis

Cause 1.2
5.&6. Development of
Countermeasures and
Implementation

7. Monitor Results

8. Standardization

37
 A3 Report Problem Solving Process

System boundary
Text
Problem description
Why? Why? Why? Why? Why?
Text
4,00% therefore therefore therefore therefore therefore
3,50% Current
3,48%
3,00%
GAP of 1,48
2,50%
1
2,00% Ideal
Picture, drawing, Graphic for problem description Improvement team 2%
Name Function Presence 1,50%
100%
1,00% 1
0,50%

0,00%
Current Situation Ideal

Introduction
2 2

1. Clarify the problem

2. Grasp the situation

3. Target setting Step 5 & 6:

Develop Counter-
4. Root Cause Analysis
measures and Execute
5.&6. Development of
Countermeasures and
Implementation

7. Monitor Results
4,00%
Actual Target development
3,50%
3,00% 1

8. Standardization
2,50% 2
2,00% 3
1,50%
1,00%
0,50%
0,00%
1 2 3 4 5 6 7

38
 7. Monitor Results
Guideline

1. Evaluate the results and the processes and share it

with
Introduction members involved

1. Clarify the problem

2. Check if the measures are 100% implemented on time
3. Understand the reasons of success and failure
2. Grasp the situation
4. Clarify the effectiveness of the measures to solve the
problem:
3. Target setting

 Is the target achieved?

4. Root Cause Analysis
 Is a correction of the measures necessary?
5.&6. Development of
Countermeasures and
 Are further measures needed?
Implementation

7. Monitor Results

8. Standardization

39
 7. Monitor Results
Action

Visualization with numbers, data, facts in the “Target setting” diagram

4,00%
Actual Target development
Introduction 3,50%
3,00% 1

Current Situation
1. Clarify the problem 2,50% 2
2,00% 3
1,50%

Situation
2. Grasp the situation

Ideal
1,00%
0,50%
3. Target setting 0,00%
1 2 3 4 5 6 7

4. Root Cause Analysis

5.&6. Development of
Countermeasures and If the target is not reached, go back to problem analysis ( ISHIKAWA)
Implementation

7. Monitor Results

8. Standardization

40
 A3 Report Problem Solving Process

System boundary
Text
Problem description
Why? Why? Why? Why? Why?
Text
4,00% therefore therefore therefore therefore therefore
3,50% Current
3,48%
3,00%
GAP of 1,48
2,50%
1
2,00% Ideal
Picture, drawing, Graphic for problem description Improvement team 2%
Name Function Presence 1,50%
100%
1,00% 1
0,50%

0,00%
Current Situation Ideal

Introduction
2 2

1. Clarify the problem

2. Grasp the situation

Action plan to improvement positiv O

Effectivity
Date:
middle Δ

Prioroty
Topic

Cost

Risk
3. Target setting
poor
Nr. Problem Activities Status Resp. Date Comment

1.1 Δ O X X 0
1.2 0
1.3 0
1.4 0
2 0

4. Root Cause Analysis

0
0
0
0
0
0

5.&6. Development of 0

Countermeasures and
Implementation

7. Monitor Results
4,00%
Actual Target development
4,00%
3,50%
Actual Target development Step 8:
Standard-
3,50% 1

Cuurent Situation
3,00%
3,00% 1 2,50% 2
2,50% 2 2,00% 3

8. Standardization 3

Situation
1,50%
2,00%

dization

Ideal
1,00%
1,50%
0,50%
1,00% 0,00%
1 2 3 4 5 6 7
0,50%
0,00%
1 2 3 4 5 6 7

41
 8. Standardization
Action

1. Check, if same problem can occur in other areas and share solution
directly
2. Check, if solution can be standardized for new projects
Introduction

1. Clarify the problem FMEA

Control plan
2. Grasp the situation
General work and test instructions

3. Target setting
Standard requirement specification
Purchased parts: specification
4. Root Cause Analysis
Procedures
5.&6. Development of Management Manual
Countermeasures and
Implementation etc
7. Monitor Results

8. Standardization
Learning organization

42
 8. Standardization
Action

3. Start the next round of continuous improvement (KAIZEN)

Introduction
Newly Set Ideal Situation

1. Clarify the problem

For your For
workplace Interplex

2. Grasp the situation

KAIZEN
3. Target setting Standardisation

4. Root Cause Analysis

Standardisation KAIZEN
5.&6. Development of
Countermeasures and
Implementation Successful KAIZEN
process Standardisation
Standardisation
7. Monitor Results

8. Standardization

43
 Overview Problem Solving Process
Plant Created Date
A3 ProblemSolving Process Title
1. Clarify the problem (Current and ideal situation) 4. Root Cause Analysis (5 x Why)
System boundary
Text Why? Why? Why? Why? Why?
Problem description therefore therefore therefore therefore therefore
Text
4,00%

3,50% Current

1
3,48%
3,00%
GAP of 1,48
2,50%

2,00% Ideal

1
Picture, drawing, Graphic for problem description Improvement team 2%
Name Function Presence 1,50%
100%
1,00%

0,50%

0,00%
Current Situation Ideal

Introduction 2. Grasp the current situation (statistical methods, ISHIKAWA)

2 2

1. Clarify the problem

2. Grasp the situation

5.& 6. Develop Countermeasures and Execute
Action plan to improvement positiv O

Effectivity
Date:
middle Δ

3. Target setting

Prioroty
Topic

Cost

Risk
poor
Nr. Problem Activities Status Resp. Date Comment

1.1 Δ O X X 0
1.2 0
1.3 0
1.4 0
2 0

4. Root Cause Analysis 0

0
0
0
0

5.&6. Development of 0
0

Countermeasures and
Implementation 3. Target setting 7. Monitor Results 8. Standardization
4,00%

7. Monitor Results
Actual Target development 4,00%
3,50% Actual Target development
3,50%
3,00% 1 1

Cuurent Situation
3,00%
2,50% 2 2,50% 2
2,00% 3 2,00% 3

Situation
1,50%
1,50%

Ideal
1,00%
1,00% 0,50%

8. Standardization
0,50% 0,00%
1 2 3 4 5 6 7
0,00%
1 2 3 4 5 6 7

44