26871264 PDCA Training Pack

8/11/2019 26871264 PDCA Training Pack

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Kaizen

PDCA ( Plan / Do / Check / Act )

Training Pack


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Introductions

Name

Department

Current knowledge of Plan Do Check Act


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Definition

Plan Do Check Act PDCA'is a framework that pro!ides amethodical approach to problem sol!ing and continuous

impro!ement*

It+s not ust a () step c#cle, it+s a wa# of thinking"

-tandard Ops*CONTIN$O$-

I.P/O01.1NT

ActPlan

Check

Do


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2h# use PDCA3

%uman nature $s& Process

4ump straight to solution mode

5ight the fires e!er# time

No common understanding

of the real problem

No measure if the solution

is a real success

In!ol!e the right people

Allow time to plan

A structured approach

to defining the problem

Test and monitor solutions

to ensure goals are met


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'& elect Pro#ect

''& Monitor

olution

'& *mplement

olution

+& Test

olutions

',& Continuous

*mpro$ement

-& et .oals

,& 0plain

1eason

2& Anal3se the

facts

4& .ather the

data

5& Prepare

Action Plan

6& De$elop

olutions

7& nsure

.oals are

satisfied

PLAN

Continuous

Improvement Cycle

DOCHECK

ACT

The PDCA C#cle


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2hen selecting a proect think about how #ou can identif# that an area re6uires

impro!ement* 2hat inputs help #ou recognise if an area is not conforming to there6uired standard3

IPT meetings

%ealth (afet3

7

(

)

8

9

:

Oct Dec 5eb Apr 4un Aug Oct Dec

7

7*7(

7*7)

7*78

7*79

7*7:

7*7;

7*7PI+s

5 %our 8*T 9 Da3 ':rainstorming ? 2hatcanwe

impro!e33TeamName@

Team.embers@

Areatobetargeted@

Issues 1ncountered@

Impro!ementtobe tackled@

Current-tate Photos@

Priorit# Table-coring@

(Bardto install%BighCost%owImpact

:1as#to install%NoCost%BighImpact

* mp ro $e me nt * de a / as e C os t * mp ac t T o ta l 1 a nk Who??

5 %our 8*T 9 Da3 , Priorit3Ta"le 9 Prioritise ideasaccording to the ease,benefit &cost ofimplementation

;o


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)* 1plain /eason

Achie!e this b# producing an agreed, clear problem statement, that uses facts,and does not mention an# countermeasures*

Example

After Process E has finished, the operator on the machine is epected to inspect the

product, and then certif# in -AP that the process has been successfull# completed*

Bowe!er the Team eader on Process F complains that half of the time, products arri!e

without ha!ing the correct certifications, which stops his team from doing their ob* Be has

to spend, on a!erage, ) hours sorting the problem*

Be reckons that this has got worse since the# changed the !ersion of -AP used ; monthsago he and his team still hasn+t been trained', and the# ha!e taken -AP access awa#

some operators* Production has also risen recentl#, putting strain on resource*


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)* 1plain /eason

(* 1!er#one needs to be trained on -AP)* .ore -AP certification access is re6uired

8* .ore people are re6uired on Process E

Pre?empts countermeasures without understanding

the problem G based on opinions not facts

HIn the last ; months, :7= of products arri!ing at

Process F ha!e arri!ed without the proper -AP

certifications, causing on a!erage ) hours dela# per

occurrence*

-tates the facts, gi!ing fre6uenc#, timescale, and

impact*


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8* -et Joals

$sing the pre!ious eample of Process E and F@

To identif# and implement the re6uirements that will

ensure that


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9* Action Plan

-pecific actions should be highlighted for completion* The ke# here is thatplans should be time?bound and bought?off b# the rele!ant owner*

WhyWhy are we undertaking the proect3

WhatWhat are we going to do3 2hat data is re6uired3

WhoWho is responsible for each task3 2ho should be in!ol!ed3

HowHow must it be accomplished3 Bow do we re!iew3

WhereWhere can we find rele!ant data and facts3

WhenWhen must a task be complete3

***do we need to gi!e feedback3


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:* Jather the Data

Jathering data enables us to understand the current situation to

disco!er the etent of a problem* Data pro!ides the information re6uiredto anal#se a problem*

Data can be collected in a number of wa#s and forms, depending what #ou problem are

tr#ing to define@

Inter!iewing

0isit the shopfloor G HJo and -ee

.achine Bistories

/isk Assessments

Customer /eturns Data

-catter Diagrams, Checksheets ? 6 @ualit3 Tools


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;* Anal#sing the 5acts

It is important to use the correct tools to define the problem* Onl# then can

rele!ant data be collected in an appropriate form to allow solutions to begenerated and their effecti!eness re!iewed*

Checksheets

Bistograms

-catter Diagrams

Control Charts

5low Charts

Cause and 1ffect Anal#sisPareto Anal#sis

Data Collection

Data Collection & Anal#sis

Anal#sis Techni6ues


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Tool Deplo#ment

ituation(* Tracking O11

)* .ost fre6uent causes of

Downtime

8* ocation of concessions on a

Panel

9* Identif#ing possible reasons for

poor deli!er#

:* $nderstanding process for

modif#ing tooling

;* .aking sense of accident data

Tool-catter Diagram

5lowchart

Bistogram

Control Chart

Checksheet

Pareto Anal#sis

Cause and 1ffect Anal#sis


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=hat6uestion do we need to answer3

=hatdata anal#sis tools are we going to use and ho


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De!elop countermeasures b# brainstorming all the potential root causes to theproblem*

Krainstorm Jroup PrioritiseAsk 2h#3

: TI.1-"

/emember@?the customer protection is a temporary fixthat sol!es the

problem toda#, the countermeasure is the permanent solutionthat

pre!ents the problem re?appearing*

De!elop -olutions


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: 2h#+s 1ample

@@ =%=%has machine stopped 3A@ O!erload tripped out "

''@@ =%=%o!erload trip 3

A@ Insufficient oil on shaft "

,,@@ =%=%Insufficient oil 3A@ Oil pump inefficient "

--

55@@ =%=%is pump not efficient 3

A@ Pump dri!e shaft worn "

44@@ =%=%is this shaft worn 3

A@ Oil filter blocked with swarf "

1oot9cause1oot9cause


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M* Test -olutions

Once the countermeasures ha!e been identified and prioritised, the#

ha!e to be tested to assess the effecti!eness*

Think about how the success of potential solutions could be measured@

Is a trial re6uired3 2ho needs to know3Bow man# communications sessions are needed3

Bow will the issues from the trial be captured3

.a#be more more data need to be collected3

%ealth (afet3

7

(

)

8

9

:

Oct Dec 5eb Apr 4un Aug Oct Dec

7

7*7(

7*7)

7*78

7*79

7*7:

7*7;

7*7PI, one of the < Lualit# Tools3

If so, will comparisons be possible to assess impact3


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If the goals ha!e been met, the countermeasure can be implemented*

If the goals ha!e not been met, then the following should be considered@

De!elop the eisting countermeasure

Can additional countermeasures be de!eloped3

Bow appropriate are the goals3

Re-ealating the goals means a retrn to Step "!!

! Select P"o#ect

! $onito"

Solution

%! Implement

Solution

&! Test Solutions

'! ContinuousImp"o(ement

)! Set *oals

'! E+plainReason

,! Anal-se the

facts

.! *athe" the

/ata

0! P"epa"e

Action Plan

1! 2e(elop

Solutions

3! Ensu"e *oals

a"e satisfie/

PLAN

ContinuousImprovement

Cycle

DOCHECK

ACT

Assess the success of the tested countermeasure b# comparison with

the goals set in -tep 8

* 1nsure Joals are -atisfied


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(7* Implement Coutermeasures

1nsure e!er#thing is done to make a successful countermeasure become the

new standard

If it meets the obecti!e set, then it must become the standard wa# of working*

All rele!ant people informed,

Training needs to be identified and addressed

Necessar# documentation updated

$se -tandard Operating -heets to document the new standard


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((* .onitor Countermeasures

Continuousl# gather the data and anal#se the facts to monitor the

effecti!eness of implemented countermeasures

Repeat Steps 5 & 6 of the PDCA cycleto establish the before and after

situation*

Indi!iduals in!ol!ed need constructi!e feedback after implementing

countermeasures to help maintain continuous impro!ement*

#ele$rate s%%ess!!!#ele$rate s%%ess!!!


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()* Continuous Impro!ement

K# definition the c#cle of impro!ing and e!er raising the standards ne!er stops"

Ongoing process control can be used to ensure the performance of the

countermeasures consistentl# meet the obecti!es set

Impro!ement is infinite"

-tandard Ops*CONTIN$O$-

I.P/O01.1NT

ActPlan

Check

Do


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Aims & Obecti!es

Target Audience:All"

Purpose of Module :

To train the delegates in the Continuous Impro!ement C#cle

Aims !"#ecti$es :

$nderstand the origins of Plan%Do%Check%Act PDCA'

To define the () step PDCA approach

$nderstand when to appl# PDCA

&&&..'i' we s%%ee'(

26871264 PDCA Training Pack

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