Understanding the

Understanding the Problem

Problem Solving
Solving Process
Process
Step #1: Develop the Team & Describe the
Project/Concern

Step #2: Identify the Problem

Step #3: Determine the Cause

Step #4: Eliminate the Cause

Step #5: Check the Results

 Step 1
Develop the Team
and
Describe the Project / Concern
Step 1
Page 1
Responsibility Matrix
Explanation Team Members Role Responsibilities
•This process will help determine which (L, SL, R, M)
associate will be most productive in a
certain role.
•List each team members’ name then
identify their strengths as indicated in the
example below.
•Based on this analysis your team will assign
a Leader (L), Sub-Leader (SL), and a
Secretary (S).
All others will be Members (M).
•If the team has more relevant criteria than
the example (Leadership, Communication,
etc…) use your own criteria.

Example

Role
LeadershipCommunicator Analytical Artistic
Team Members (L, SL, S, M)
ASSOCIATE #1 M
ASSOCIATE #2 SL
ASSOCIATE #3 L
ASSOCIATE #4 S

Responsibilities for today:

Data Collection (2) Root Cause Investigation (2)
Countermeasure Investigation (2) Presenters (2-3)
Step 1
Page 2 Situation Analysis
5 W's & 2H's / Area Layout

Explanation

•The Situation Analysis is used to clarify a problem and

focus the team’s efforts.
•The Situation Analysis should consist of a description
using the 5W’s & 2H and/or a layout of the area or the
part / system.
Who is affected by the problem / concern?
What is the problem / concern?
Where is it happening?
When is it happening?
Why is it a problem / concern?
How was it found?
How often is it occurring?

Example
5W's & 2H
Who: Associates on brake line.
What: Oil leaks
Where: Area B-22
When: A & B Shift
Why: Causing downtime and safety problems
How: Line assocs. saw oil dripping from conveyor.
How: Approx. 20 feet of conveyor.

B-22 AREA LAYOUT

OIL PROCESS 2 PROCESS 4 PROCESS 6

PROCESS 1 PROCESS 3 PROCESS 5

Step 1
Page 3
Activity Plan
Explanation
•An activity plan is used to help a team
complete their project on time. Week 1 2 3 4 5 6 7 8
•Each step must be completed before Step
beginning the next.
•The team must determine the
appropriate length of time for each step Develop Team
depending on the expected completion
date for the project.
•Use a bar or a line to indicate the ‘plan’
then indicate the actual time to Identify Problem
complete a step, as the team completes
each step, with a different style of bar.
Determine Cause

Example
Eliminate Cause
Week
Step 1 2 3 4 5 6 7 8
Develop Team

ID Problem
Present Results
Determine Cause

Address Cause

Present Results
PLAN
Plan
Actual ACTUAL
 Step 2
Identify the Problem
Step 2
Page 1
Data Collection /Analysis
CHECK SHEET
Explanation
CHECKSHEETS

•Check sheets are used to collect data.

•Data can be counted (tick marks)
measured (time / length).
•Data must be collected long enough to prove
a condition does or does not exist.

GRAPHS

•Bar Graphs can be used to compare one

piece of data against another.
•Line Graphs can be used to show a trend
over a given length of time.
•Pie Charts can be used to show what % of
the total each piece of the data represents.

CHART or GRAPH
Example
CHECK SHEET BAR GRAPH
Downtime
10
M T W T F M T W T F
8

0
Minutes

Downtime in our area

PIE CHART LINE GRAPH

Downtime
9
Downtime
Tue 8

Mon 6

Wed 5

3
Fri
Thu 2
Mon Tue Wed Thu Fri

Minutes
 Step 3
Determine the Cause
Step 3
Page 1
Determine the Cause

Explanation Machine Material

• A Cause & Effect Diagram is used to
identify all possible causes to a problem.
• Write the problem statement in the box.
The problem statement must have an
object and a defect.
• As a team, ask “What could cause this
problem?”.
• Be sure that your answer is in the form of
a sentence. (Subject - Verb - Object).
• Do not use one word answers.
• Place the answer under the proper
PROBLEM
heading. (Ex. If your answer relates to a
STATEMENT
machine [The robot moves slowly], write
it under the Machine category). Then ask
why again.
• Go to the spot to verify which is the true
root cause.

Example
Machine
Object
Material

Impact wrench slow

Parts don't fit together Defect
PROBLEM STATEMENT
Equipment cycle time

D/T
Assoc. received 1 At Process
Low manpower
hour training #1

Assoc. not trained ROOT CAUSE:______________________

Installation sequence no good

___________________________________
Man Method

Root Cause is Lack of Training

Man Method
___________________________________
Step 3
Page 2
Setting a Goal
GOAL GRAPH
Explanation
•Goals are set to provide the team with a target.
•A goal must be S.M.A.R.T.

S = simple
M = measurable
A= attainable
R= realistic
T= trackable
•A Goal must be set using numbers or
percentages.
•The goal must be based on logic (not just a
number pulled out of the air).
•The team must provide an explanation of
how goal was determined.

Example
Weekly Average Downtime

40
50% Reduction
30
Minutes

30

Current
20
Situation 15 EXPLANATION:
10 Plan
Goal
0

Explanation: Half (50%) of the problem was

attributed to the root cause of wrong parts.
 Step 4
Eliminate the Cause
Step 4
Page 1 Eliminate the Cause
Explanation
The Deming Circle (PDCA) is used to plan, test,
and implement countermeasure ideas.
PLAN (P)
• Use the 5W’s and 1 H to plan your
countermeasure. This ensures that everyone
knows what the countermeasure parameters are.
• Be sure to get appropriate authorization before
testing your idea.
DO (D)
• Test your idea.
CHECK (C)
• Check to see if your countermeasure idea
eliminated the root cause.
ACTION (A)
• Use appropriate methods to ensure that the
countermeasure will always remain in effect.
A P

Example C D
Who: New Associates
All new associates will be
What: Process Training
trained on mock process and
Where: Training Room 5
tested before being released. When: March 22-25
Why: Learn Process
Training guidelines added to
How: T/L will Train
area training matrix.

Approval: Joe Coordinator

A P

C D

Checked scores 2 new associates trained with

Operation Standards and mock
Both associates passed with process.
100%.
Training completed March 25.

Tested associates on process

Knowledge.
 Step 5
Check the Results

?
Step 5
Page 1
Check the Results
CHECK SHEET
Explanation

•Use same check sheet to

collect data again for same
length of time.
•Choose which graph will best
show a comparison of before
and after condition.

CHART or GRAPH
Example
CHECK SHEET BAR GRAPH
Downtime
10
M T W T F M TW T F
8

0
Minutes

Downtime in our area

PIE CHART LINE GRAPH
Downtime
9
Downtime
Tue 8

Mon 6

Wed 5

3
Fri
Thu 2
Mon Tue Wed Thu Fri

Minutes
Step 5
Page 2 Planned Goal vs. Actual Results

Explanation

•Use a graph to compare your planned

goal to the actual results.
•Use the same graph from ‘Setting a
Goal’, add a bar that represents the
actual reduction.
•Explain any deviation from the planned
goal (positive or negative).

Example
BAR GRAPH
Weekly Average Downtime

40
Actual
30 Results
66%
Minutes

30

20
15
10
10

Before Plan Actual

C/M Goal Results
Step 5
Page 3
Impact on the Organization
Explanation
•The impact on the organization (area,
department, or plant) is an explanation of how
the team’s activity benefited the company and
which area of our business was most affected.
•The team should also identify any barriers they
had to overcome.
•Indicate the number of meetings, and the
attendance rate.
•To determine the cost of the activity use the
following formula:
# of # of team attendance
meetings x members x rate x ???? ~ Labor
= Cost
100

Labor Cost + Material Cost = Activity Cost

Example
BARRIER SOLUTION

All training rooms

Met with associates who had room scheduled &
were booked
found them a different room.

Team members on Met between shifts and communicated by

different shifts leaving messages with P/C.

Met with training and development associates

Developing training test
in order to determine what questions to ask.

Labor Cost Material Cost Activity Cost

Labor Cost
$1,470.00 +
Material Cost
$780.00 =
Activity Cost
$2,250.00
+ =