980 likes | 1.36k Views
KEPNERandFOURIE THINKING TECHNOLOGY. CRITICAL THINKING SKILLS. International representation…. United States of America United Kingdom Germany Spain and Mexico Argentina Turkey China South Africa Saudi Arabia. Thinking Dimensions’ track record….
E N D
KEPNERandFOURIE THINKING TECHNOLOGY CRITICAL THINKING SKILLS KEPNERandFOURIE Thinking Technology Gillette SB Plant
International representation… • United States of America • United Kingdom • Germany • Spain and Mexico • Argentina • Turkey • China • South Africa • Saudi Arabia KEPNERandFOURIE Thinking Technology Gillette SB Plant
Thinking Dimensions’track record… • International company with a 19 year track record • Proven approach to“bottom line improvement” • Applied in all industries • Thinking skills for all levels • Used by some of the best known companies world wide • Documented proof of results KEPNERandFOURIE Thinking Technology Gillette SB Plant
Paul Nutt’s Research • Ohio State University • 356 Corporate America Decisions • 228 implemented • Only 90 still in force after 2 years KEPNERandFOURIE Thinking Technology Gillette SB Plant Fisher College of Business, Ohio State University. Prof Paul Nutt
Decisions by decree… • 271 Decisions implemented by decree • 143 (53%) only implemented • Only 10 (7% of 143) successful KEPNERandFOURIE Thinking Technology Gillette SB Plant Fisher College of Business, Ohio State University. Prof Paul Nutt
Decisions through participation… • 85 decisions made through participation. • All 85 were implemented. • 80 (93%) seen as successful after 2 years. KEPNERandFOURIE Thinking Technology Gillette SB Plant Fisher College of Business, Ohio State University. Prof Paul Nutt
Consensus Decision making… • Nature is to compare alternatives against each other. • Recipe for disaster • First sort out the purpose. • Then get the requirements. • Compare alternatives to requirements. A B Requirements KEPNERandFOURIE Thinking Technology Gillette SB Plant
Anatomy of finding Root Cause… • 95% not having the correct people around the table. • Dealing with suspect information • Trial and error rules!! • Average time to resolve is between 3-12 months. • Major Management waste KEPNERandFOURIE Thinking Technology Gillette SB Plant
Anatomy of finding Root Cause… • Using the correct stakeholders the first time. • Dealing with accurate information. • Verification on the spot rules • Average time to solve is one week. KEPNERandFOURIE Thinking Technology Gillette SB Plant
Blame fixing… Event Technical People • Pitfall is to look for the people reason first. • First look for the technical reason – True Cause. • Once verified, now look for the people reason – Root Cause True Cause Devia- tion Root Cause KEPNERandFOURIE Thinking Technology Gillette SB Plant
Anatomy of an ineffective meeting… KEPNERandFOURIE Thinking Technology Gillette SB Plant
Anatomy of an effective meeting… KEPNERandFOURIE Thinking Technology Gillette SB Plant
Comparison… KEPNERandFOURIE Thinking Technology Gillette SB Plant
CauseWise To Find the root/true cause(s) of a technical/performance deviation KEPNERandFOURIE Thinking Technology Gillette SB Plant
CauseWise Demonstration • Read Fine Metals case study • You will ask the questions using your question cards and I will provide prepared answers to it. • Aim is to demonstrate the CauseWise process. • Will do another application after this to practice the process. KEPNERandFOURIE Thinking Technology Gillette SB Plant
Steps in CauseWise Determine Problem Statement Clarify Problem Detail Is But Not Why (Not) Differences Changes Generate Causes Confirm True Cause Testing Verification KEPNERandFOURIE Thinking Technology Gillette SB Plant
Object Painted units Corner Units Window Corner Units Fault Rejected Paint Problems Rough spots and fish eyes PROBLEM STATEMENT KEPNERandFOURIE Thinking Technology Gillette SB Plant
CLARIFY PROBLEM DETAIL KEPNERandFOURIE Thinking Technology Gillette SB Plant
CLARIFY PROBLEM DETAIL KEPNERandFOURIE Thinking Technology Gillette SB Plant
CLARIFY PROBLEM DETAIL KEPNERandFOURIE Thinking Technology Gillette SB Plant
CLARIFY PROBLEM DETAIL KEPNERandFOURIE Thinking Technology Gillette SB Plant
CLARIFY PROBLEM DETAIL KEPNERandFOURIE Thinking Technology Gillette SB Plant
CLARIFY PROBLEM DETAIL KEPNERandFOURIE Thinking Technology Gillette SB Plant
CLARIFY PROBLEM DETAIL KEPNERandFOURIE Thinking Technology Gillette SB Plant
CLARIFY PROBLEM DETAIL KEPNERandFOURIE Thinking Technology Gillette SB Plant
CLARIFY PROBLEM DETAIL KEPNERandFOURIE Thinking Technology Gillette SB Plant
CLARIFY PROBLEM DETAIL KEPNERandFOURIE Thinking Technology Gillette SB Plant
CLARIFY PROBLEM DETAIL KEPNERandFOURIE Thinking Technology Gillette SB Plant
CLARIFY PROBLEM DETAIL KEPNERandFOURIE Thinking Technology Gillette SB Plant
CLARIFY PROBLEM DETAIL KEPNERandFOURIE Thinking Technology Gillette SB Plant
CLARIFY PROBLEM DETAIL KEPNERandFOURIE Thinking Technology Gillette SB Plant
CLARIFY PROBLEM DETAIL KEPNERandFOURIE Thinking Technology Gillette SB Plant
CLARIFY PROBLEM DETAIL KEPNERandFOURIE Thinking Technology Gillette SB Plant
Pattern CONTINUOUS PERIODIC SPORADIC KEPNERandFOURIE Thinking Technology Gillette SB Plant
CLARIFY PROBLEM DETAIL KEPNERandFOURIE Thinking Technology Gillette SB Plant
CLARIFY PROBLEM DETAIL KEPNERandFOURIE Thinking Technology Gillette SB Plant
CLARIFY PROBLEM DETAIL KEPNERandFOURIE Thinking Technology Gillette SB Plant
Sequence of Events • What was happening to the object in its sequence of events when the fault was first noticed? • When in the life cycle of the object was the fault first noticed? KEPNERandFOURIE Thinking Technology Gillette SB Plant
CLARIFY PROBLEM DETAIL KEPNERandFOURIE Thinking Technology Gillette SB Plant
CLARIFY PROBLEM DETAIL KEPNERandFOURIE Thinking Technology Gillette SB Plant
CLARIFY PROBLEM DETAIL KEPNERandFOURIE Thinking Technology Gillette SB Plant
Generate Possible Causes • New employees cannot handle the higher production volume and therefore do not do the paint spraying properly. KEPNERandFOURIE Thinking Technology Gillette SB Plant
Generate Possible Causes • New employees cannot handle the higher production volume and therefore do not do the paint spraying properly. • Washing tanks on Line 2 not cleaned properly, leaving dirt behind on the corner unit surfaces. KEPNERandFOURIE Thinking Technology Gillette SB Plant
Generate Possible Causes • New employees cannot handle the higher production volume and therefore do not do the paint spraying properly. • Washing tanks on Line 2 not cleaned properly, leaving dirt behind on the corner unit surfaces. • Washing liquid getting contaminated towards the end of the wash cycle, not cleaning the surfaces properly. KEPNERandFOURIE Thinking Technology Gillette SB Plant
Test for Root Cause KEPNERandFOURIE Thinking Technology Gillette SB Plant
Test for Root Cause KEPNERandFOURIE Thinking Technology Gillette SB Plant
Test for Root Cause KEPNERandFOURIE Thinking Technology Gillette SB Plant
Recording Assumptions • No: It rather explains the “running” fault. KEPNERandFOURIE Thinking Technology Gillette SB Plant
Test for Root Cause KEPNERandFOURIE Thinking Technology Gillette SB Plant
Test for Root Cause KEPNERandFOURIE Thinking Technology Gillette SB Plant