4 Types of Problems

Jan. 17, 2019

© Copyright 2017 Lean Enterprise Institute. All rights reserved.

Art Smalley
Lean Enterprise Institute, the leaper image, and stick figure are registered trademarks of Lean Enterprise Institute, Inc.
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Just Published!
Four Types of Problems helps teams:
n Sort out problems faced
n Avoid “hammer & nail” traps
n Pick the right problem-solving tool
n Sustain gains, go faster

Buy at lean.org/Bookstore/

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 2019 Lean Summit, March 27-28
Learn from Art Smalley in person at the
Lean Summit in Houston!
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Today’s Presenter: Art Smalley
n Among first Americans to work at Toyota, Japan
n Trained at Kamigo engine plant; maintenance manager
created stability for Ohno’s flow production
n Director, lean manufacturing, Donnelly Corporation
n Lean expert, McKinsey & Company

n Art of Lean; LEI faculty

n Author, Creating Level Pull; co-author Understanding
A3 Thinking
n Latest book: Four Types of Problems

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 Short Introduction
Work Experience Related
Toyota Motor Corp Japan
Director Donnelly Corporation
McKinsey & Company
Art of Lean, Inc.

Home / Family Related

Wife & 3 Daughters
Cypress, California

Hobby Related
Photography
Woodworking
Reading
Judo / Jiujutsu / Kali
Questions / Outline
n How does this link to the LEI Transformation Model
n What are the 4 Types?
n Why propose 4 Types?
n What type of situations does each one best address?
• Type 1 Troubleshooting / Abnormality
• Type 2 Gap from Standard
• Type 3 Target State
• Type 4 Open Ended / Innovation
LEI Transformation Model

Not just what lean tool

can I use?

Nor how many kaizen

events do I conduct…

Nor how much training

do I need…

Etc…
20th Century and Problem Solving
4 Types of Problems & Approaches

Why 4 Types??

Only the scientific method!!!

Just Do It!!

Kaizen!!

PDCA!! Kata!!

Six-Sigma!!
Why 4 Types?
External Consideration Factors
4 Types of Problems & Approaches
Type 1 Problem Approach

Ø Concept of fixing problems

now

Ø First responder mentality

Ø Protect the customer

Ø Engage the workforce RFP

Ø Makes for a better day

Ø Displaying courage,
creativity, and the spirit of
challenge
What Do These Have in Common?
 Troubleshooting vs. Root Cause
Type 1 Focus Type 2 Focus

How to get home safely? Why did the tanks rupture?

• Primary navigation impaired in the • Oxygen tank dropped in assembly
damaged Service Module. Abort possibly causing some damage
moon landing. Move to LEM. • Tank drain tube misalignment
• Decision to return to Earth using factor
Lunar Module for thrust • Thermostat 28 volt vs. 65 volt
Rupture of oxygen tank #2 in • Internal environment fell to 39 F design spec issue
the service module. • Lack of potable water and food • High tank temps 1000 & wire
• Dangerous CO² build up insolation came off
Damaged to a valve in the #1 • Free return trajectory around moon • Two of the now-bare wires arced,
oxygen tank, causing it to lose using its gravity to return to earth caught fire, pressure rose, and the
• Power up of command module from tank ruptured.
oxygen rapidly. shut down state
• Manual vital burn adjustments
Oxygen stores, water,
electrical power, and use of
the propulsion system were
lost inside of 3 hours.
 Apollo 13 Examples
Using the Lunar module to
slingshot around the moon
and plot a trajectory home.

Troubleshooting CO2 build

up using only what material
was available to establish a
temporary countermeasure

Commander Jim Lovell re-writing

work instructions on the fly in the
module for various tasks
Type 1 – Troubleshooting at Toyota
/ Ijo Shochi
Abnormality Management System

Condition based trigger

Time Constraint

Human based call for help

or

Machine based abnormality

10,000 Andon calls – Not all are equal in terms of impact.

What do you do as an organization?
Time & Quantity Trigger Based

Plan Versus Actual

Time & quantity based triggers

Rapid Problem Solving

• Concern
• Cause
• Countermeasure
• Check
 4C’s Thinking Pattern

Minimal (if any) documentation involved.

Mainly discussion, critical thinking, rapid action & follow up.
Birth of the 5 Why’s

3G’s
-Go and See
-Get the Facts
-Grasp the Situation Details
4 Types of Problems
Some problems are severe,
or recurring, or hindering
progress…troubleshooting
alone won’t solve these.

Convergent
Deeper Dive / Detailed
Analytic / Quantitative
C&E Relationship (RCA)
Types of Countermeasures
System of Checks
Standardized & Sustain
Type 2 – Gap from Standard
Monthly Weekly Daily

KPI
Why???
Emphasis on Step by Step

Why is this such a

big issue???

What really is the

true problem???

What really is the

true cause???
Type 2 Analysis Patterns

Convergent
Disciplined
Focused
Analytic / Quantitative
C&E Relationship
Standard attainment
Results emphasis
Type 2 Example in A3 Format

A3 is simply a tool
for aiding the
problem solving
process, showing
your thinking,
communicating
and reporting
progress
Problem Investigation - OVAT
TPS TPS
Structured 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.

TPS
B. Go to actual • SFPM
machine and 8. Confirm status of datum features
see status 9. Measure spindle run out
10. Coolant check
• Flow rate / pressure
• Nozzle condition and direction
• Temperature
• Concentration
Std.
C. Ascertain
actual problem
situation
S
Actual
Gap

Cpk 1.15 Cpk 2.33

4 Types of Problems

Divergent / Lateral Thinking

Focus is less clear initially
Analysis / Synthesis
Creativity emphasis
Improvement over existing standard
Scope is usually larger
Type 3 Target State
(Future) Ideal Kaizen Methods
Situation Creative Thinking

GAP Type 3 -
Target State”

Acceptable (Current Normal

State) Situation Status

GAP Type 2 - “Gap

from
Standard” Problem Solving
Current Critical Thinking
Situation
Target State Concept (Future)
Value Stream Example
• Long lead-time
• Excess inventory
• Poor quality
• Low flexibility
• Poor responsiveness
• Customer complaints
• Some Type 2 “Gaps” & Type 3 “System”

• Many problems / opportunities

• 7 Wastes everywhere
• Not generally a single root cause
• Systemic issues
• Creativity over Capital
Process Level Example (SMED)
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
Target State and Root Cause

There is no single root cause:

• Make a smaller cutting chip

• Contain the chip inside the machine

• Create proper coolant flow

• Flush the chip out properly

• Avoid the problem in the first place

4 Types of Problems

Small, medium, & large

Open ended
Divergent / Lateral Thinking
Focus is less clear initially
Analysis / Synthesis
Creativity emphasis
Breakthrough concept
 Type 4 Open Ended / Innovation
Ten Types of Innovation

Design Thinking

Set Based Design

Product Offering Example
4 Types of Problems & Approaches

Where are you?

What next?

Good luck on your

improvement
journey!

Questions?
 Questions and Answers

Type your questions for Art Smalley

2019 Lean Summit, March 27-28

Register at lean.org/summit
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