Workplace improvement tools and techniques session 4 Define

1. Workplace improvement tools and techniques session 4 Define Having analysed our data to identify the largest cause, we now need to get the route cause of the problem so that we can fix it once and for all.

2. Data analysis Re producing our bar chart it is easy to identify that our biggest NRFT is incorrect location on Job ticket.

3. Root cause analysis Having identified which is the largest Not Right First Time (NRFT) issue we need to get to the root cause of the problem so that it does not re-occur at a later date. This is done by carrying out a brain storming activity involving as many people as possible who are stakeholders in of the process

4. Brainstorming • Creativity comes from a blend of individual and collective ``ideation'‘ • Brainstorming is a creativity technique designed to generate a large number of ideas for the solution of a problem which works well in groups. • Encourages you to look at things in new ways • Diverse experience of a team instead of an individual • The whole team is involved so everyone ‘buys into’ the outcome • Should be relaxed and informal to encourage participation • You can also do this by yourself, you don’t have the same diverse experience but you are able to record and explore your own thoughts and sometimes more easily than in a group situation. Use for creativity, planning, presentations, decision-making, organising your ideas, etc

5. Brainstorming – running a session work away from normal environment, use fun prompts & be creative record your thoughts, especially if someone else is talking, don’t miss idea sticky notes allow you to reorder & group ideas during the latter stages • Define the problem and agree objectives • Facilitator runs the group, making sure individuals understand the rules • Brainstorm ideas within group making sure all ideas are recorded. Maybe nominate one person but also right down own ideas (post it notes are useful for this) to ensure all your thoughts are captured • Have a list of lead questions and prompts prepared for when things die down • Categorise/condense/combine/refine • Assess and analyse against objectives • Evaluate - only at the end, agreeing actions and timescales

6. Brainstorming rules Suspend judgement There is no such thing as a bad idea while brainstorming and criticism of ideas could reduce creativity. Save judgement until after the session. Encourage participation from everyone. Everybody’s viewpoint is valid and each has a unique perspective on the situation and solution. Think freely Encourage wild and exaggerated ideas. Crazy ideas may spark other ideas which are themselves valid, so again don’t judge its feasibility, record the idea and see what else comes from it. Quantity The assumption is that the greater the number of ideas generated, the greater the chance of producing a radical and effective solution so this is the time to enhance divergent thinking. So at this stage focus on quantity rather than quality. Build on ideas Use the ideas put forward by others as inspiration for your own, adapting and improving is as important as generating new ideas.

7. Mind Mapping – a phrase coined by Tony Buzan A Mind Map is a highly effective way of getting information in and out of your brain - it is a creative and logical means of note-taking and note-making that literally "maps out" your ideas. A mind map is a diagram used to represent words, ideas, tasks, or other items linked to and arranged around a central key word or idea. Mind maps are used to generate, visualize, structure, and classify ideas, and as an aid to studying and organizing information, solving problems, making decisions, and writing. The elements of a given mind map are arranged intuitively according to the importance of the concepts, and are classified into groupings, branches, or areas, with the goal of representing semantic or other connections between portions of information.

8. Mind Mapping • A useful tool for…… • Working alone • Working in groups • Ordering information • Emptying your head • Analysing information • Anytime you’d normally take notes, make lists etc • Make a start….. • A blank A4 landscape piece of paper works well • In the centre place your topic as a title or image or both • Around this place your main themes, connect them to the centre with lines • Add second, third, fouth levels of connecting ideas under each heading, radiating out with lines

9. As simple as…..

10. As visual as…….

11. Mind Mapping (back to your project) don’t enjoy gardening overgrown garden lack of time short term problem neighbours complaining PROBLEM a tidy garden to sell house GARDEN MAINTENANCE minimum input maximum gain low maintenance NEED picture perfect lawn to impress children’s play area DESIRE sense of achievement nature friendly environment safety hobby/interest in gardening low impact maintenance hard wearing active lifestyle

12. Lateral thinking – six thinking hats Simply look at your problem wearing each of the hats in turn to help improve your decision making.

13. Root cause analysis Fish bone diagram method Man Machine Material Effect incorrect location on job ticket Environment Method

14. Route cause analysis matrix Another theme on the same method incorrect location on job ticket Effect

15. Group activity Using the data which we analysed in session 2, carryout a brainstorming activity to identify potential causes to the NRFT To record your ideas visually please use the following methods Group 1 use fishbone diagram method Group 2 use the matrix method 20 minutes

16. Root cause analysis equipment White board 5 different colours Optional Man Material Machine Effect Environment Method

17. Cause analysis Having identified potential root causes of the problem we need to review the list to isolate the most likely and probable cause . This is done by carrying out a 5WHY’s activity, and/or Is/Is Not Analysis, and again involving as many people as possible who are stakeholders in of the process along with someone who is not involved.

18. 5 WHY Simply ask Why? 5 times. 1. “Why did the fuse blow?” • Too much load on the motor 2. “Why is there too much load on the motor?” • Not enough oil flow through the pump 3. “Why is there not enough oil flow?” • The filter is blocked

19. 5 WHYCONTD Simply ask Why? 5 times. 4. “Why is the filter blocked?” • There is debris in the oil 5. “Why is there debris in the oil?” • …………………….. Root Cause = No cap on the tank! Countermeasure = Ensure Cap always on Tank (Chain , Sensor etc )

20. Is/Is Not Analysis • A Tool to help “The Team” clarify what it has to achieve, to clearly define the issue being resolved and quantify what the objectives. • “A problem well-described is a problem half solved”

21. Is/Is Not Analysis • The Is/Is Not analysis is used to structure team thinking onto the particular issue under investigation. • The Tool is excellent when the expectation is that there is only partial knowledge of the situation available • Remember to avoid thinking in terms of possible solutions but use ONLY observable FACTS.

22. Is/Is Not Analysis

23. Is/Is Not Analysis Problem Statement – Incorrect telephone calls are constantly being received The analysis Identified – The Evening Shift staff in Finance had incorrect pages in their phone directory

24. cause analysis equipment White board Why? Why? Why? Why? Why? Optional Flip chart paper