04 Lean PDCA

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Introducing

PDCA

Lean Culture Training Series

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Philosophy

Achieves greatest results when it operates within the frame

work of problem solving method also called the scientific

method to identify and prioritize opportunities

It consist of three parts

Identify the problem

Form the team

Define the scope

Problem identification answers the questions, which leads

to those problems that have the greatest potential for

improvement and have the greatest need for solution

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How to ask 5W

1

H question

y

What for? (Purpose

)

y

Why? (Necessity

)

y

Where? (Place

)

y

When? (Sequence

)

y

Who? (Operator

)

y

How? (Method

)

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REMEMBER

Don't just solve problems make improvements

Problems are neither good nor bad

Separating problems and symptoms

Solve problems without creating new ones

Finding the solution is terrific but if we implement it

haphazardly we could get it into bigger trouble than we

were in before.

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Foundations of the PDCA Cycle

The foundations of the PDCA cycle and Demings teachings consist of the

following three principles:

1.Customer Satisfaction:

Satisfying customers needs should be paramount for all workers in the

organization.

2.Management by Fact.

Decision making must be made on data collected from operations and

analyzed using statistical tools. Decision makers must practice and

encourage a scientific approach to problem solving.

3.Respect for People.

A sustainable problem solving and continuous improvement approach

should be based on the belief that employees are self-motivated and are

capable of coming up with effective and creative ideas. 5

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PLAN

DOCHECK

ACT

CustomerSatisfaction

Checklist of PDCA Approach

Have you got:

a Sponsor - ( Person who instigates the Problem Solving Session )

b Team Leader.

c Facilitator

d Team MembersProblem Solving Process:

P

P

PP

D

C

A

1 Define Problem & Objective ( & Do Quick Fix )

2 Identify Likely Causes

3 Identify Major & Root Causes4 Develop Solutions / Agree Action Plans

5 Implement action Plan

6 Determine Effectiveness of plan

7 Standardize Results / Implement in all relevant areas.

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Continual Improvement &

Continuous improvement

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Problem definition

For a condition to qualify as a problem, it must meet the

following three criteria:

Performance varies from an established standard

Deviation from the perception and the facts

The cause is unknown; if we know the cause, there is no

problem

Failure in the problem solving is frequently caused by poor

definition of the problem. A problem well stated is half

solved

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What is Your Problem Consciousness?

What should be happening (WSBH)

What is actually happening (WAH) ________________

Problem

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What is this ? It is the first step in the PDCA problem solving cycle.

Why do it ? To ensure that the whole Team is clear about what their Goal is

How de we do it ?

By considering each of the following aspects of the issue beingaddressed.Who is the problem experienced by ( Stakeholder )?What is the problem ?

Where is the problem ?When is the problem experienced ?

Use these statements as a Sanity Check to refer back to at

later stages of the project to check if on track.

PLAN

DOCHECK

ACT

Customer

SatisfactionDefining the Problem

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Writing a Team Mission Statement in SMART form.PLAN

DOCHECK

ACT

Customer

Satisfaction

Write a statement using the following SMART rules.

SpecificMeasurableAchievableRealistic

Time based

ExamplesTo reduce Lost working Days due to Energy related Problems in the Hosiery

Department by 50% in 6 months.

To reduce Trimming in the Packing Department by 30% in 15 days.

Define the target performance measures. Measurement is fundamental to meaningful

process improvements. If something cannot be measured, it cannot be improved

One word of caution

The object is to seek causes, not solutions

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PLAN

DOCHECK

ACT

Customer

Satisfaction

The Quick Fix

Typical Quick Fixes means (First Stop Bleeding )

for example:-

They are usually, but not always, Time Consuming and Expensive.

If , for example, the problem was a Size variation faced in Finishing

The quick fix could be.100 % Inspection

Sorting by weighing

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GRASPING THE SITUATIONDefine the Problem first

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Lean Problem Solving Image

Big Vague Concern

Counter measures

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Continued..

Conventional Team capability

Wing It Just do it

PDCA Leader = Teacher

Is my team capable

Translate level byLevel

Pilot before fullimplementation

Output: tree offocused activity

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Techniques to use with PDCA - Selection Chart

Technique P ACD

1 BRAINSTORMING

2 CAUSE & EFFECT

3 CHECK SHEETS

4 PARETO ANALYSIS 5 CONCENTRATION DIAGRAMS

6 PROCESS FLOW CHARTS.

8 5 WHY'S & 5W1H

9 PAIRED COMPARISONS

10 IMPACT DIAGRAMS

14 FAILURE PREVENTION ANALYSIS

13 SCHEDULE or PROJECT PLAN

12 SOLUTION EFFECT DIAGRAM

11 FORCE FIELD ANALYSIS

7 PERFORMANCE MEASURING

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Remember the Basics

1. How does the process work now?

2. What are the problems & causes?

3. What are the potentialimprovements?

4. What actions are we going to take?

5. How will we know it worked?

6. How do we make the changes stick?

Grasp

The Situation

Plan

Do

Check

Act

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STEP 1

Find a quiet room with a Flip Chart and have Pens , Post Its, Dry wipe Markers, Blue Tac available.Decide who will act as the Team Scribe.

Write down the Problem or Situation being Studied or Investigated at the TOP of a Flip Chart.

STEP 2

Give all the Team Members a few Post Its.

Then individually for 5 minutes write down on the Post Its ( 1 idea per sheet ) any ideas or suggestions.

When ideas have dried up, Stick all the ideas onto a Flip Chart and Group any similar ideas.Then for up to 10 minutes , working around the room , add any further ideas that may have been missed.

STEP 3

As a Team discuss each idea and decide if they are Totally, Partially or Not in the Control of the Team.

Separate out the "Totally" ideas.

Prioritize them using " Impact Diagrams" or "Paired Comparisons".

STEP 4

The Team must decide if there is a need to involve someone else, in the Team, to resolve the Partially or Not in

Control items.

PLAN

DOCHECK

ACT

Customer

SatisfactionTechnique 1 - BRAINSTORMING

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PLAN

DOCHECK

ACT

Customer

SatisfactionTechnique 2 - CAUSE & EFFECT

Over Size Bore

MEN Machines

Materials Methods

Machine not Capable

No Post bore Gauge

Machine Gauging Faulty

Wrong Grade Grinding Wheel

Coolant Mix Wrong

Operator not Trained

Wrong Master Issued.

What is it ? - It is a method of Brainstorming Causes of a problem or situation.

Why do it ? - To help the Team can focus on specific themes and groups of causes .

How do we use them ? -

Step 1 - A Scribe Will take POSSIBLE CAUSES from round the table in Turn until Driedup. As per example below.

Step 2 - Prioritise and Select those to be investigated, by allocating VOTES to each Team

member who add their choices to the Diagram . As per Diagram Below.

Materials

Over Size Bore

MEN Machines

Methods

Machine not Capable

No Post bore Gauge

Machine Gauging Faulty

Wrong Grade Grinding Wheel

Coolant Mix Wrong

Operator not Trained

Wrong Master Issued.

5

3

1

2

8

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PLAN

DOCHECK

ACT

Customer

Satisfaction

Technique 3 - CHECKSHEETS

Week Week Week Week Cumulative

Cause 1 2 3 4 Total Total

Weights too Heavy 53 43 42 61 199 199

Reach too far 24 29 27 27 107 306

Incorrect Posture 5 28 13 30 76 382

Previous Injury 24 20 2 29 75 457

Frequency of Lifts 8 31 15 11 65 522Cold Workplace 21 9 7 16 53 575

Wrong Footwear 22 4 10 6 42 617

Accidental Twists 1 12 26 3 42 659

Total 158 176 142 183 659

What are they ? - They are a method of recording factualdata over a period of time.

Why do it ? - So you will be able to confirm the Causes ofthe problem.

How is it used ? -Design a sheet similar to the one below, decide on data tobe collected and when. Train the person who will collect thedata.

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PLAN

DOCHECK

ACT

Customer

Satisfaction

Technique 4 - PARETO ANALYSIS

What is it ? - A method of showing a table of data in graphical format to aid understanding.

Why do it ? - The visual impact is greater than a table of numbers. Can be filled in real time.

How do we use it ? -

( Using data in technique 3. )

Week Week Week Week Cumulative Cumulative

Reject 1 2 3 4 Total Total % %Weights too Heavy 53 43 42 61 199 199 30.19727 30.1972686

Reach Too far 24 29 27 27 107 306 16.23672 46.4339909

Incorrect Posture 5 28 13 30 76 382 11.53263 57.9666161

Previous Injuries 24 20 2 29 75 457 11.38088 69.3474962

Frequency of Lifts 8 31 15 11 65 522 9.863429 79.2109256

Cold Workplace 21 9 7 16 53 575 8.042489 87.2534143

Wrong Footwear 22 4 10 6 42 617 6.373293 93.6267071

Accidental Twists 1 12 26 3 42 659 6.373293 100

Total 158 176 142 183 659

0

10

20

30

4050

6070

80

90

100

Weight

stoo

Heavy

ReachT

oofar

IncorrectPost

ure

PreviousIn

juries

Frequen

cyofLifts

ColdWorkplac

e

WrongF

ootwear

AccidentalT

wists

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Conventional

Hesitancy to discussproblems

Employees oftenafraid to makeproblems visible

PDCA

Clear process andend-of-pipe measures

Quick problem ID

Warm heart principle

PLANACT

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PLAN

DOCHECK

ACT

Customer

Satisfaction

Technique 5 - CONCENTRATION DIAGRAMS

What is it ? - a simple visual aid to collect data about an area oridea you are investigating.

Why use it ? - It is easy to use and trainHow do we use it? -

1) Make a sketch of the item or area you are investigating.

PLANACT

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PLAN

DOCHECK

ACT

Customer

Satisfaction

Technique 6 - PROCESS FLOW CHARTS.

What is it ? - It is a visual diagram of how the process being investigated operates.

Why do it ? - To clarify and understand how a process works and to investigate if there are any holes in it

How do we use it ? - The example below shows PDCA in a Flow Chart form.

DEFINE thePROBLEM

Write a SMARTdefinition

Brainstorm PossibleCauses.

Using Technique 2Cause & Effect

PRIORITISE PossibleCauses

Give each TeamMember 5 votes each

Collect Data atSource

Use Technique 3CHECKSHEETS

DECIDE on aQUICK FIX to

protect theCustomer.

ANALYSE DATA &BRAINSTORM possible

SOLUTIONS.

Using Technique 1 -BRAINSTORMING

PrioritiseSolutions using

Impact Diagrams

Verify the Effect ofImplementing each

Solution usingSolution Effect, Force

FieldAnalysis and FailurePrevention.

Make an

ImplementationSchedule using

Technique 13 - ProjectPlanning

Set up Measures toMonitor the Effect.Use Checksheets,

Paretos, Control Charts.

IMPLEMENTPROJECT PLAN

REVIEW EFFECTonMEASURES

PLANACT

T h i 7 M i P f

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PLAN

DOCHECK

ACT

Customer

Satisfaction

Technique 7 - Measuring Performance.

What is it? - It is a way of showing the Results and effects of changes made to a process.Why use it? - To understand the current performance and to chart improvements and progress towards a target.How is it used ? -

Potential Causes Observed per Day

0

5000

10000

15000

20000

25000

30000

35000

1994 1995 1996 1997 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

50%

60%

70%

80%

90%

100%

110%

120%

ACTUAL TARGET BUDGET

revised PERCENTAGE

Show the actual output achieved asa column.

Show Targets as lines

PLANACT

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PLAN

DOCHECK

ACT

Customer

Satisfaction

Technique 8 - a) 5 WHYs b) 5W1H.

What are they ? - A very simple way of finding out if the

team has reached the ROOT CAUSE of a problem.

Why use them ? - To confirm the team perception

How do we use them ? -

a) 5 - Why's b) 5W1H

Simply ask the question "WHY" Simply ask

5 times

1)WHY will TV not come on ? What ?

Because there is no power. Why ?

2)WHY is there no power? Where ?

Because the fuse has blown. When ?

3)WHY has the fuse blown.? Who ?

Because the fuse amp rating is to low. How ?4)WHY was the fuse amp rating too low? (When looking

Because it was incorrectly selected. at a problem to5) WHY was it incorrectly selected? Clarify understanding)

Because the house holder was ignorant of the need for correct selection.

PLANACT

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PLAN

DOCHECK

ACT

Customer

Satisfaction

Technique 9 - Paired Comparisons.

What are they ? - They are method of Helping the team priorities a number of potential causes and solutions.

Why use them ? - To get a team consensus. This makes it easy to choose the most important problem tosolve, or select the solution that will give you the greatest advantage. Paired Comparison Analysis helps you to

set priorities where there are conflicting demands on your resources. How is it used ? - The example below show how the Teams decided on a preferred action to eliminate the

backbone injury problem during working.

No Item Comparison Total

1 1 1 1 1 1 1 52 3 4 5 6 7

2 2 2 2 2 2 6

3 4 5 6 7

3 3 3 3 3 1

4 5 6 7

4 4 4 4 0

5 6 7

5 5 5 2

6 7

6 6 4

7

7 3

Increased Room

Temperature

Proper Training

More Breaks

Reduced Lifting Weights

Provision of Appropriate

Footwear

Frequent back Health

Checks

Reduced Lifting Height

No 2 Item is more likely than No1Item

No 6 Item is more likelythan No3 Item

ADDup all the No 6s that

have been circled and put the

number in this column. And

so on...

PLANACT

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What are they? - They are a method by which the Team can identify the priorities of a large list of Ideas/actions or Causes...Why use them? -To get a Team Consensus and get the greatest Impact with least effort.How is it done? - EASE of achieving ( 1 = Very Difficult to 10 = Very Easy ) IMPACT of the result ( 1 = Very Low to 10 = Very High )

DOCHECK

Customer

Satisfaction Technique 10- IMPACT DIAGRAMS.

No. Idea , Action or Cause. EASE IMPACT

1 Training 9 62 New Gauge 5 93 New Machine 2 94 Change Yarn Supplier 4 45 Change Machine Type 8 46 Change processing reciepe 5 77 Change machine sinkers 8 9

8 Lycra used of same date 9 99 100% checking by hand 8 810 Communication 9 6

`

0

1

2

3

4

5

67

8

9

10

0 2 4 6 8 10

IMPAC

T

EASE

8

10& 1

54

6

23

9

10These items should be

done first as HighImpact / Easy to do

HIGH

LOWVERY EASYVERY DIFFICULT

PLANACT

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DOCHECK

Customer

Satisfaction Technique 11FORCE FIELD DIAGRAM

Example

PositiveForce

NegativeForce

Implement 3 - Shift working in Boarding and Packing

SkillShortage

Power Cost

ImprovedOTP

Low Lead TimeMoreOutputBetter

Teams

Reluctance of

People

Hiring

Costs

What are they ? - A method of considering the positive and negative effects of implementing solution,

Why use them ? - To evaluate the possibilities of additional outcomes to the proposed solution.

Step 1 Write at the top of a flip chart the solution being discussed then draw diagram below.

Step 2 Transfer onto analysis sheet

POSITIVE FORCES NEGATIVE FORCES

FORCE Ability toInfluence

Effect Total FORCE Ability toInfluence

Effect Total

Better Teams 5 5 25 Reluctance of People 3 5 15

More Output 8 7 56 Skill Shortage 7 6 42

Improved OTP 6 6 36 Hiring Costs 5 4 20

Low Lead Time 7 7 49 Power Cost 4 6 24

KEY

1= LOW to 10 = HIGH

This highest number in the

column indicates the HIGHESTbenefit

This highest number

indicates the worst Negativeaspect that needs a

countermeasure.

PLANACT

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What is it? - It is a way of Brainstorming the consequences ofimplementing a solution..Why use it? -The Team should be aware of any side effects thatimplementing a solution may have.

How is it done? -- 1 Construct the Diagram

Implement 3 - Shift Working inBoarding and Packing

MONEY

METHODS MANPOWER

MATERIALS

Night Shift Pay

Additional WagesAdmin Cost

IncreasedPower use

Additional Skills

Flexibility

Improved Manning

Improved Setting

ImprovedMorale

Improved JIT supplyto Customer

From this diagram, the key actions to ensure success can be

identified and any potential downsides to the solution can be

highlighted.

DOCHECK

Customer

Satisfaction

Technique 12SOLUTION EFFECT DIAGRAMS

PLANACT

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What is it? - A Method of organising and communicating tasks and actions in a sequence that achieves the desiredproject result.

Why use it? -To enable the planning of projects in the most economical way possible.How is it done? -

1 Brainstorm all the actions required to implement the project.

2 Allocate responsibility for seeing a project through.

3 Decide the sequence that the actions must occur in.

4 Agree the Implementation dates.

DOCHECK

Customer

Satisfaction

Technique 13SCHEDULE OR PROJECT PLANNING

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Project :Pull Scheduling in Processing Project Leader : Fahim Massod Khan

Area :Processing HD-II Category : Productivity

Objective :

1. To Cap the WIP

Completion Date : 30/Nov/112. Implementation of 5S and Kanban System

3. Manning Study for smooth system

Justification : To Implement Lean Practice in Processing Approved by :

Savings : Total Cost :

Sr# Task Due Date PRG CommentsResponsibility

P P S S S

A 5S

1 Marking of locaters in GBS against each processing machine Fri 16/Sep/11 On track Completed M.Y Z.H F.M M.Q

2 Capping of locaters in GBS Fri 16/Sep/11 On track Completed M.Y Z.H F.M M.Q

3 Formation of 5S team Fri 16/Sep/11 On track Completed Z.H M.S F.M M.Q

4 Study of chemical storage area for storage & handling Fri 23/Sep/11 On track Completed M.S M.Q F.M Z.H

5 Identification & Marking of storage area Fri 23/Sep/11 On track Completed M.S M.Q F.M Z.H

6 1st "S"(Sort out Input and output Trolleys and Their Relative Places) Sun 25/Sep/11 On track Completed Z.H M.Q F.M M.S

7 2nd "S"(Marking of GBS Locators, Input & Output Trolleys of Processing Machines) Mon 26/Sep/11 On track Completed Z.H M.Q F.M M.S

8 3rd "S"(Developing the method of Cleanliness on Floor) Tue 27/Sep/11 On track Completed Z.H M.Q F.M M.S

PLANACT

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What is it? - A technique that allows you to anticipate and counter problems before theimplementation of a solution.

Why use it? - To be proactive. Putting countermeasures in place to prevent a project going wrong.When it is Used? - When a solution has been determined, but prior to implementationHow is it done? -

1 Brainstorm what could go wrong.

2 Rank the possible failure by designating potential and consequence of going wrong.

S.NO Potential Failure Potential Consequence Overall Rating Ranking

1 Absenteeism will rise 6 7 42 2

2 Quality problems will increase 7 8 56 1

3 Machine breakdown problem will rise 4 5 20 4

4 Theft chances will rises 3 6 18 5

5 Low Supervisory control 4 6 24 3

6 Project is over budget 3 5 15 6

DOCHECK

Customer

Satisfaction

Technique 14FAILURE PREVENTION ANALYSIS

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Continued..

Conventional

Focus: immediateneed

Put out the fire

Shoot from theBack

Majority rules

PDCA

Plan takes longer

Whats your long termgoal?

Scientific approach:The plan is ourhypothesis

Consensus

Output = ReportResults

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Develop the ECRS solution

Consideration must be given as

EliminationCombination

Reduction

Simplification

Non Value AddedNecessary

Non Value AddedNot Necessary

Value AddedNot Necessary

Value AddedNecessary

Value Added Non value added

Necessary

NotNecessary

d

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Continued..

Conventional

End-of-Pipe focus

Band Aids

Tendency to jumpto first solution

PDCA

Standardize allimportant processes

Standard problemsolving approach

Emphasis on teammember development(Leader=Teacher)

Reflection

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Although the problem solving method is no

guarantee of success, experience has

indicated that an orderly approach will yield

the highest quality of success

Problem solving concentrate on improvement

rather then control

HOW TO FILL PDCA FORM

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INTERLOOP PDCA STANDARD FORMAT

S1-a S1-b

S5S2

S3

S4

S1

S6


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Step 1 PDCA REPORT NAME

Step 2

SUPERVISOR / MANAGER

PROBMLEM SITUATION:

Standard:

Current Situation:

Discrepancy:

Extent:

Rational:

Step 1-a

Step 1-B

FACTORY NAME, REPORT DATE


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Step 3

GOAL:

Do What:To What:

How much:

When:

Step 4

CAUSE ANAYLSIS:

Potential Cause:

How Checked:

What was found:

Most likely Cause:

5 Whys:


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Step 5

COUNTER MEASURES:

Short Term:

Long Term:

Step 6

IMPLEMENTATION:

What: Who: When: Where: Status:

FOLLOW UP:

Check Method:

Check Frequency:

Who will Check:

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GROUP WORK

Split into Teams

Define Problem /

Hypothesis

Drain the River

Go and discover, measure

Tell your story, document

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REAL EXAMPLE OF PDCA

04 Lean PDCA

Documents

Transcript of 04 Lean PDCA