Problem Solving and
Process Improvement
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Systematic Approach for Identifying Quality Problems and Improving Processes, Lecture notes of Material Engineering
An overview of problem solving and process improvement, including the advantages of using systematic techniques, the pdca cycle, and the 7 step problem solving model. It covers the importance of identifying and defining problems, finding root causes, evaluating solutions, measuring improvement, and implementing solutions. The document also discusses the benefits of process improvement, the types of process measures, and the main differences between usual and systematic problem solving approaches.
Typology: Lecture notes
2010/2011
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Problem Solving and
Process Improvement
Learning Objectives:
To learn systematic techniques to identify, analyze, and find solutions to quality problems, and process improvement opportunities. Topics:
- (^) Problem solving
- (^) Process improvement
- (^) PDCA: Plan-Do-Check-Act
- (^) 7 step problem solving model
- (^) A problem exists when there is a gap, between an “is” condition and a “should be” condition, in a specific state of a process.
- (^) Problems affecting a process are most effectively solved when a systematic technique is used. - (^) Otherwise, there is a great possibility that the problem will resurface again.
- (^) A process is a sequence of tasks that takes an input, adds value to it, and provides an output
Problem solving (continuation)
Advantages of using problem solving
- (^) Provides a step-by-step procedure that can be repeatably applied to most problems, or process improvements, in the organization.
- (^) Reduces the amount of time to solve a problem, or make an improvement.
- (^) Standardizes the process for problem solution and improvement.
- (^) Provides a structure to be followed by all groups in the organization
- (^) Process measures determine the degree to which the process is conforming to established performance goals.
- (^) Process Measures are important because:
- (^) Provide the data needed to identify and define a problem.
- (^) Helps the team to find a solution for the problem.
- (^) Provide information in how well the solution is performing
Process improvement (continuation)
Types of process measures:
- (^) Input measures: measure supplier incoming materials or services: - (^) Quality - (^) Price - (^) Conformance to specifications
- (^) Process measures: Measure elements in the process: - (^) Cycle time - (^) Quality
- (^) Outcome measures: Measure outcome going to the customer - (^) Yield - (^) Quality - (^) Cost - (^) Customer satisfaction
- (^) Plan:
- (^) A plan is developed
- (^) Do:
- (^) The plan is executed
- (^) Check:
- (^) The effects of the plan are analyzed
- (^) Act:
- (^) Implement process improvements, or try alternative solution with information accumulated
Plan–Do–Check–Act cycle (continuation)
Plan Study, analyze, and develop plan for improvement Do Implement the plan Check Measure and analyze the effects of the plan Act Implement or reassess
- (^) The PDCA cycle is used when:
- (^) Product or process improvements are needed
- (^) Problems surface in areas of design, manufacturing, and/or business processes
- (^) Assumptions when using the PDCA cycle:
- (^) A process exists
- (^) Customer requirements are established
- (^) Process measures are established
Advantages of the PDCA cycle (continuatio
Problem surfaces Firefight: Contain and provide a quick fix, or develop work around Problem resurfaces in the future Usual approach Preferred systematic approach
- Process costs remain high
- (^) Root cause is not addressed
- (^) Corrective action is temporary
- False impression of “quick” resolution
- (^) Problem recur
- Long term cost savings
- (^) Root cause analysis performed
- (^) Corrective action addresses root cause
- Based on facts
- (^) Problem does not recur Main differences between both approaches
Usual vs. systematic problem solving approa
Problem surfaces Problem cured Act Plan Check Do
Identify the problem Analyze the current situation Determine Root Cause(s) Choose solutions & action plan Implement solution Check results (evaluate) Act on learning's Plan Do Check Act
7 step problem solving model flow
1 3 2 4 5 6 7
Step 1: Identify the problem
- (^) List quality or customer requirements that are not being met
- (^) Determine the right problem, or the improvement opportunity with most impact to the process. - (^) Use factual data
- (^) Clearly define the “is” and “should be” conditions of the problem. - (^) Use specific part numbers of affected parts - (^) Reference drawings, specifications, requirements, etc
Step 2: Analyze the current process
- (^) Describe the current process
- (^) Flow chart of current process is the best tool for this step
- (^) Helps the team understand how the process works
- (^) Provides information of where in the process the problem occurs. - (^) Highlight these steps and obtain consensus from team members
Step 2: Analyze the current process
(continuation)
- (^) Validate the flow chart with the team members
- (^) State names of responsible function, group, or department performing the task
- (^) If possible, record the time, value, and cost for each action in the flow chart