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Expectation

Expectation. Feedback. Do you think the present situation is satisfactory?. No Problems?..?. No Problems!. Any Improvement?..?. P. A. D. C. Make Improvement. Kaizen. (Make it Better). Problem Solving Problem Definition . Problem. In search of Opportunity.

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Expectation

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  1. Expectation Feedback

  2. Do you think the present situation is satisfactory? No Problems?..?

  3. No Problems! Any Improvement?..?

  4. P A D C Make Improvement Kaizen (Make it Better) Problem Solving Problem Definition Problem In search of Opportunity

  5. In search of Problem Problem = Actual - Expected (Planned) Status Quo Problem Awareness Problem Discovery Techniques 3-MU MURI : Irrationality สิ่งที่ผิดธรรมชาติ .. MURA : Inconsistency ความไม่สม่ำเสมอ MUDA : Waste ความสูญเปล่า

  6. 3-MU Checklist Manpower Technique Method Time Facilities Jigs & Tools Materials Production Volume Inventory Place Way of Thinking

  7. Muda: 7 Wastes Over Production Excess Inventory Transportation Defect / Rework Ineffective Process Delay / Idle Unnecessary Motion

  8. Problem Definition Selecting the Theme Establishing Goals Determining a Time Frame Defining Roles Responsibility • Data oriented (Performance / Behavior) • Observable • Measurable • Describe the gap Problem Statement

  9. Problem Solving Process 0. Define the problem 1. Collect data 2. Analyze the data 3. Generate alternatives 4. Evaluate the alternatives 5. Develop an action plan 6. Implement 7. Follow up

  10. Problem Solving Techniques Creativity • Brain Storming • 5W + 1H Questions • 7 QC Tools • 7 New QC Tools • Other Thinking Methods (Kepner-Tregoe method, Six hats,…)

  11. Brain Storming Gossip with the “Discipline” • Never criticize any opinion • State your own opinion freely • Expand other’s ideas & Capitalize on it • Evaluate ideas quantitatively (DARE method, Rank method, etc.) • Don’t take more than 1 hr.

  12. DARE Method To determine the degree of importance for each factors Procedure: 1. Compare each pair of factors in overlapping fashion 2. At every pairs, assign points to each factor for differences in degree of its importance 3. Calculate the coefficient of importance for each factor

  13. Evaluation of Importance of factors: DARE Method

  14. ? Why should it be done ? Why does she do it Why should it be done here ? Why should it be done this time ? ? Why is it be done this way 5W + 1H Questions What is done? Who does the work? Where is the work done? When is the work done? How is the work done?

  15. QC Circle Small Group Activities TPM Group 7 QC tools • Pareto and 80/20 rules • Causes and effect diagram • Histogram • Check-sheet techniques • Control Charts • Graphic presentation of data: Pie, Bar, Line, Radar, etc. • Correlation analysis: Scatter plot

  16. 7 QC tools • Most are Numeric data, except … • Developed in 1950s • Relatively simple and well established • Analytic approach 7 New QC tools • Verbal data, Unstructured • Developed in 1980s • Design approach

  17. 7 New QC tools • Affinity Diagram • Relations Diagram • Tree Diagram • Matrix Diagram • Arrow Diagram • Process Decision Program Chart • Matrix Data Analysis

  18. Typical Applications of New 7 tools R&D (new product, new technology) Claim Analysis Productivity Improvement Improvement of Analytical and diagnostic skills Production Scheduling Policy Deployment Introduction of Automation Analysis of Market Information Sales Management etc...

  19. Search for Possible Solutions Intrinsic knowledge The Elimination Approacheliminate the basic causes Systematic Logic New knowledge / Innovation

  20. Innovation Kaizen management-drive few champions investment technology oriented closed information non-incremental dramatic outcome Big Changes my own work people oriented low costs shared information an Accumulation of Small Changes Continuous Improvement

  21. Evaluation of Alternatives May be not only one correct answer Consider future difficulties Actually could be performed? -- try out, lab test, pilot project Capital concerns Politics..?? 80/20 Deming

  22. Recommend the actions Top-Down Authorized Group Specialists Bottom-Up RINGI Approach Participative Empowered / Autonomous Group (Individual) Standardization Get Approval Presentation Report Write Up

  23. C D A P Implementation & Follow Up • Record & Share Learning • QC Presentation • Company Database Remaining Rooms for Improvement Set (new) standard Verify the results Implementation Develop an action plan Select problem & Analysis PDCA Cycle Shewhart Cycle Deming Wheel

  24. D P Improvement C A

  25. Degree of Difficulty What makes Problem Solving Difficult? Objectives / Values Fact / Problem Understanding Tools / Techniques Prof. Takeshi KAWASE Keio University, Japan

  26. This is a story about 4 people: Everybody, Somebody, Anybody and Nobody. There was an important job to be done and Everybody was asked to do it. Everybody was sure Somebody would do it. Anybody could have done it, but Nobody did it. Somebody got angry about that because it’s was Everybody’s job. Everybody thought Anybody could do it. But Nobody realized that Everybody wouldn’t do it. It ended up thatEverybodyblamed Somebody when actually Nobody asked Anybody.

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