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Lab #2: Problem-Solving and Improvement

Lab #2: Problem-Solving and Improvement. MG/IE 3400 – Production System Design. CONFIRM RESULTS. ROOT CAUSE. THEME. DATA. SOLUTION. REFLECT. STANDARDIZE. Yes. Ishakawa Diagram. Strengths Weaknesses. (a.k.a. Fishbone or. 1. Cause & Effect). Who What When Where How ¦.

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Lab #2: Problem-Solving and Improvement

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  1. Lab #2: Problem-Solving and Improvement MG/IE 3400 – Production System Design

  2. CONFIRM RESULTS ROOT CAUSE THEME DATA SOLUTION REFLECT STANDARDIZE Yes Ishakawa Diagram Strengths Weaknesses (a.k.a. Fishbone or 1 Cause & Effect) Who What When Where How ¦ 4 W's & 1H Chart 2 24 100% 24 150% 3 Root Cause 4 Who What When Where How 20 20 80% 120% 5 ¦ High Level Flow Chart 16 16 60% 100% 6 12 12 7 40% 70% Why 8 8 Inputs Process Outputs 20% 40% Countermeasures *** 4 4 is "Fat 0 0% 0 0% Rabbit" Happening? 100% 24 ¦ Run Chart 20 80% Next Problem 16 Selection 60% 12 40% 8 Detail Flow Chart 20% 4 Gantt Chart 0% of Process 0 Weakness Item 1 2 Plan 3 Time v. 4 Time Actual 5 6 7 7-Step Process 1 2 3 4 5 6 7 No STEP OBJECTIVE Describe the Problem Get the Facts Brainstorm Plan Solution to Did Experiment Work? • Standardize The New Process Across all Like Processes • Identify Strengths/Weaknesses of the 7-Step Process Used • • • • • Address Root Cause • Construct comparative Paretos for all levels analyzed in Step 2 • Confirm results with the customer and those who use the process • Assess positive and negative side effects • Show run chart over time with milestones noted • One complete sentence • Collect your own data • Ask why 5 times • Run experiment • Document the process • Train people involved • Monitor the results • Communicate the new standard • How can the team be sure the fix will stick? • Maintain the gain. • Summarize lessons learned • Summarize achievements • Identify next spin/project • Show schedule for spin • Customer focused • Go to the site • Involve experts • Establish schedule for key actions • Supports • Seek multiple variables company/dept. goals • Involve affected • Construct Paretos • Stratify/cut data in many ways •Look for the “Fat Rabbit” individuals • Weakness oriented • Appropriate level • Measurable • Provide problem overview/magnitude STANDARD TOOLS Checksheet 4 W's & 1H & 1C = Check Before and After Pareto Pareto Charts Old Flow Chart vs. New Flow Chart Positive/Negative Fat Rabbit Side Effects Time Line of Experiment Run Chart Run Chart (Monitor) Solution Implemented Fat Rabbit No fat rabbit: inconclusive Time FOLLOW THE LOGIC CHAIN 7-Step Process Flowchart

  3. CONFIRM RESULTS ROOT CAUSE THEME DATA SOLUTION REFLECT STANDARDIZE Yes TimeWise Improvement Act Plan Check Do Today Next Week Two Weeks

  4. 1. Theme Selection • Identify the problem team will address • prioritize to identify the most important problem • address one of five ‘evils’: defects, delays, mistakes, waste, and accidents • A good theme is: • measurable • customer-focused • action-oriented, focused in weakness • does not state causes or solutions

  5. 2. Data Collection and Analysis • Investigate the problem from different viewpoints, establish benchmarks • What factors influence the problem? • Checksheets for data collection • Fishbone diagram • Pareto diagram

  6. Data from TimeWise

  7. TimeWise: Quality Problems

  8. 3. Causal Analysis • Talk to people closest to the work to discover the ‘real’ problem • Fishbone diagrams to explore causes more deeply (‘drill down’ to greater levels of detail) • Why, why, why, why, why … until you have a root cause, based on data

  9. 4. Solution Planning • What solutions exist that prevent the recurrence of the root cause? • Advantages • Disadvantages, impact on other processes • Run experiments • How will results be measured?

  10. Process Analysis • Calculate coefficient of variation for each major step in the process CV = std dev/mean Low variability: CV <0.75 Moderate variability: 0.75 < CV <1.33 High variablity: CV >1.33

  11. Process Analysis, cont… • What is capacity? Capacity is determined by the bottleneck operation(s). How can you estimate it? • Calculate TAKT Time • Analyze assembly operations • What are sub-elements? • Are they necessary? • How long do they take?

  12. Example Desired production rate = 200/day. Assume 8 hours/day

  13. Positional Weights Time Ready Station Task Time so Far Tasks

  14. Balance Delay D D = [k* C - ti ] / k* C where C = cycle time k* = number of stations ti = time for task i

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