Why-Why Analysis Part Two
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8/14/2019 Why-Why Analysis Part Two
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4. The pen doesnt work.
FIRST WHY:Why doesnt the ink flow over
the pens point?
Why does that happen?
a) Ink isnt reaching the pens point.
b) Theres no pressure on the ink to thepens point. (Gravity, others)
c) Theres nowhere for the ink to flow.
(The ballpoint is blocked.)
d) The ink doesnt flow over the other
surface.
(Writing in the air, or on ice, etc.)
. Establishing Cause-Effect Relationship.
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Steps for developing a
Why - Why Analysis:
Second Why For each answer to the Why? in the
previous step, the question Why? is
asked again.
The answer in this case, and from here on,
should consider the 4 - Ms.
. Establishing Cause-Effect Relationship.
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How to Verify Causes
Use the cause and effect worksheet as a guide Go look, listen, feel, ask - Watch with a purpose
Simulate
Make the fix (restore) and monitor
Do the verification on the floor
Use the safest, quickest, cheapest approach tha
fits your situation
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Problem
Why? 1
MissingCarton
Why? 2Seal
between
SuctionCup andCarton
inadequate
CartonsStickingTo EachOther
Holding
FingersMissAdjusted
HoldingFrame
TooTight
Why? 4
Duston
Carton
Scratcheson carton
SurfaceFinishoutside
tolerance
Why? 3
SuctionCup
Damage
PoorCartonSurface
Condition
VacuumSettingtoo low
VacuumLine
Leaks
SuctionCup
Too Small
SuctionCup
Wear
Field Check
No Wear
No Damage
Could be
Yes
Yes
Not True
No
No
Could be
Phenomenon
SuctionCup
InadequateMaterial
VacuumForceNot
HighEnough
ForcesHoldingCarton
toohigh
PullingForceNot
StrongEnough
Once you have exhausted your Why-Why Questioning, do the Cause-
Effect Relationships Make Sense and flow back to the Phenomenon ?
. Logical Review of the Analysis
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If we solve these causes, (1, 2, ...8)
is it possible that ZERO will be reached (Branch A)?
CAUSE # 1
Branch A
CAUSE # 2
CAUSE # 3
CAUSE # 4
CAUSE # 5
CAUSE # 6
CAUSE # 7
CAUSE # 8
. Logical Review of the Analysis
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Repeat the question branch by branch until
the entire analysis has been verified.
BRANCH A
Main branch AA
BRANCH C
BRANCH D
BRANCH E
BRANCH F
BRANCH G
BRANCH H
BRANCH B
. Logical Review of the Analysis
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. Checking for Standards and SOPs
Before taking counter measures, check to see if standards for the defined counter
measure exist. If not, define the standard. Determining if an SOP is needed.
Use the 4Ms to ensure all required types of standards exist.
Problem
Why
?
Why
?
Why
?
Why
?
Why?
Root
Cause
Std.
sExist?
Action
Taken?
Action
Standards(4Ms)
Man
Machine
Method
Material
SOP
Exist?
OK
NOK
XX
X
Applied?
F
i
e
l
d
C
h
e
c
k
Y
N
Y
N Restore
New
Std.
NewMaint.Std.
YN
WHY-WHY
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Analysis Steps
i. 1. Understanding the Problemii. 2. Defining the Phenomenon to be analyzed.iii. 3. Establishing Cause-Effect Relationship through Why
questioning and Field Checks.
iv. 4. Logical Review of the Analysis
v. 5. Checking for Standards and SOPs
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Notes and Advice:
The analysis should be done at the problem area,not in another location that is isolated from the case
The analysis is a team effort, not by just one perso
The most important thing is the physical and/or
logical description of the phenomenon to be studied
(Step 1) The Analysis ends when countermeasures TO
AVOID RECURRENCE of the phenomenon are
found.
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ALWAYS make a sketch or drawing of the phenomenon
The 4-Ms dont always apply to every cause to beanalyzed, but we should always consider them so as noto forget possible causes of causes.
The more simplicity and objectivity in steps 1 and 2, theasier it is to ensure that all possible causes arecovered.
Practice develops skill.This tool makes us more objective in our way of lookinat things.
Notes and Advice:
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Why/Why - NOT!!!
Problem Why Why Why Why Why Action Plan
Already had the answer,
used the tool to document it
Brainstorming,
in a room,
no verification
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Real WHY-WHY Analysis Example
Problem: Through put of the line 23 is below ideal.
Phenomena: Carton not Picked off the supply stack.
Result: This causes a loss in through put. (Missing Carton)
MissingCarton
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Phenom
enon
Why
?
1
MissingCarton
PullingForceNot
Strong
Enough
ForcesHoldingCarton
toohigh
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Why? 1
MissingCarton
PullingForceNot
Strong
Enough
ForcesHoldingCarton
toohigh
Why? 2 SealbetweenSuction
Cup andCarton
inadequate
Vacuum
ForceNotHigh
Enough
CartonsStickingTo EachOther
Holding
FingersMissAdjusted
HoldingFrame
TooTight
Phenomenon
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Why? 1
MissingCarton
PullingForceNot
Strong
Enough
ForcesHoldingCarton
toohigh
Why? 2 SealbetweenSuction
Cup andCarton
inadequate
Vacuum
ForceNotHigh
Enough
CartonsStickingTo EachOther
Holding
FingersMissAdjusted
HoldingFrame
TooTight
SuctionCup
Wear
Why? 3
SuctionCup
Damage
PoorCartonSurface
Condition
VacuumSettingtoo low
VacuumLine
Leaks
SuctionCup
Too Small
SuctionCup
InadequateMaterial
LooseCartonStack
Flapsfolded
Backward
P
om
o
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Why? 1
MissingCarton
PullingForceNot
StrongEnough
ForcesHoldingCarton
toohigh
Why? 2Seal
betweenSuction
Cup andCarton
inadequate
VacuumForceNot
HighEnough
CartonsStickingTo EachOther
HoldingFingers
MissAdjusted
HoldingFrame
TooTight
Why? 4
Duston
Carton
Scratcheson carton
SurfaceFinish
outside
tolerance
Why? 3
SuctionCup
Damage
PoorCartonSurface
Condition
VacuumSettingtoo low
VacuumLine
Leaks
SuctionCup
Too Small
SuctionCup
InadequateMaterial
SuctionCup
Wear
LooseCartonStack
Flapsfolded
Backward
P
om
o
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Why? 1
MissingCarton
PullingForceNot
StrongEnough
ForcesHoldingCarton
toohigh
Why? 2Seal
betweenSuction
Cup andCarton
inadequate
VacuumForceNot
HighEnough
CartonsStickingTo EachOther
HoldingFingers
MissAdjusted
HoldingFrameToo
Tight
Why? 4
Duston
Carton
Scratcheson carton
SurfaceFinish
outsidetolerance
Why? 3
SuctionCup
Damage
PoorCartonSurface
Condition
VacuumSettingtoo low
VacuumLine
Leaks
SuctionCup
Too Small
SuctionCup
Inadequate
Material
SuctionCup
Wear
Field Check
Not worn
Not Damag
Could be
No Dust
Not true
Problem
Found to be
Some Leak
Correct Size
Phenome
non
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y
WHY-WHYProb
lem
Wh
y?
Wh
y?
Wh
y?
Wh
y?
Why?
Root
Cau
se
Std.s
Exist?
Act
ion
Tak
en?
SOP
Ex
ist?
Appl
ied?
F
i
e
ld
C
h
e
c
k
Duston
Carton
Scratcheson carton
Surface
Finishoutsidetolerance
SuctionCupDamage
VacuumSettingtoo low
VacuumLine
Leaks
SuctionCup
Too Small
SuctionCup
InadequateMaterial
SuctionCup
Wear
Ntrue
Ntrue
True
True
True
NTrue
Y
Y
N
Standards(4Ms)
hu
Man
equipM
Method
Mat
erial
XX
X
XX
X
X
NN
Appl
ied?
Tra
DevSt
YYY Develop SOP
Tra
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Another example:
General Problem:
Five Port Valve
Air cylinder
Air piston moving too slow
in both directions
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Draw the problem
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Get an understanding of the process:
Drawing, Parts, Process
Exhaust
Five Port Valve
Adjustable
Restrictor
Air cylinder
Bottom
seal
Rod seal
Bush
Pipes P0
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Get an understanding of the process:
Drawing, Parts, Process, Forces, Counterforces
Exhaust
Five Port Valve
Adjustable
Restrictor
Air cylinder
Bottom
seal
Rod seal
Bush
Pipes P0
Forces
Counterforces
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Piston slow
moving in Both
irections
Phenomena 1. Why 2. Why 4. Why 5. Wh3. Why
Conduct Why/Why
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Piston slow
moving in both
irections
Defect 1. Why
1. 1 Force (pressure)
too low
1. 2 Counterforce
too high
2. Why 4. Why 5. Wh3. Why
Fie
ld
Verification
Not True
True
Conduct Why/Why
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Defect 1. Why
1. 1 Force (pressure)
too low
1. 2 Counterforce
too high
2. Why
1.1.1 pressure p0
too low
1.1.4 adjustable
restrictor closed
1.1.2 5 port valve
defect
4. Why 5. Wh3. Why
1.1.3 blocked pipe
1.1.5 air leakage
Fiel
d
Verification
Not True
True
Not True
Not True
Not True
Piston slow
moving in both
irections
Conduct Why/Why
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Defect 1. Why
1. 1 Force (pressure)
too low
1. 2 Counterforce
too high
2. Why
1.1.1 pressure p0
too low
1.1.4 adjustable
restrictor closed
1.1.2 5 port valve
defect
4. Why3. Why
1.1.3 blocked pipe
1.1.5 air leakage
Piston slow
moving in both
irections
1.1.1.1 not adjusted
after c/o to
shampoo
1.1.1.2 Air leakage
Field
Verification
True
Not Tr
Conduct Why/Why
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Defect 1. Why
1. 1 Force
(pressure)
too low
1. 2 Counterforce
too high
2. Why
1.1.1 pressure p0
too low
1.1.4 adjustable
restrictor closed
1.1.2 5 port valve
defect
4. Why3. Why
1.1.3 blocked pipe
1.1.5 air leakage
Piston slow
oving in both
rections
1.1.1.1 not adjusted
after c/o to
shampoo
1.1.1.2 Air leakage
1.1.1.1.1 No Procedure
1.1.1.1.2 Lack ofKnowledge
F
ield
Verification
Conduct Why/Why
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4. Why3. Why
1.1.1.1 not adjusted
after c/o to
shampoo
1.1.1.2 Air leakage
1.1.1.1.1 No Procedure
1.1.1.1.2 Lack of
Knowledge
Possible Counter measures
- Develop Procedure
- Retraining, One Point Lessons etc
- Visual controls to make easierto see if off...
Conduct Why/Why
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Case StudyWhy-Why Analysis
Problem Description Problem Picture Phenomenon
Company A is located on the 30th floor of a
high-rise building. Customers often complainthat elevators are slow in coming, and there is
a fear that it may have an adverse effect on the
company's sales performance.
A study revealed that more visitors come to the
company between 13:00 and 15:00 hours and
that their waiting time averages around 30 sec.
Please solve this problem by appling why-why
analysis
Problem Statement What does success look like?
Phenomenon Why (1) Why (2) Why (3) Why (4) Why (5) Countermeasures
Have you verified the cause?
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WHY - WHY ANALYSIS
REVIEW VS. OBJECTIVES:
Understand the definition of Analysis
Clarify the procedure for developing a Why - Why
Analysis.
Stress the importance of each step of the Why - Why
Analysis.
ELIMINATION
OF LOSSES
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MaintenanceCircleTeam Page 1 November 16th , 2009
Maintenanc
If you like to improvise this article or contribute or comment please mail us at:[email protected]
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Solution for Last week Techuzzle
Across
5. LEAST COUNTExpand LC, commonly used in measuring instruments7. FISHBONECommon name for Ishikawa Diagram is _____ Diagram
Down1. HISTOGRAMChart which looks like tall buildings next to each other2. PROCESSP stands for _____ in SPC3. ASSURANCEA stands for _______ in QA4. CONTROLC stands for ______ in QC5. LIMITL stands for _____ in LCL or UCL6. ANALYSISA stands for _____ in RCA
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MaintenanceCircleTeam Page 2 November 16th , 2009
Maintenanc
If you like to improvise this article or contribute or comment please mail us at:[email protected]
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Maintenance circleNNEEWWSSLLEETTTTEERR FFOORR MMAANNUUFFAACCTTUURRIINNGG CCOOMMMMUUNNIITTYY
Solution for Quality Month Special Techuzzle
Across
1. MILLIONSix Sigma implies appearance of 3.4 defects per ____ (Million, Billion, Thousand)5. SEVENBroadly, how many steps are involved in Six Sigma Methodology (Ten, Seven, Twelve, Six)7. MIKEL HARRYThis person founded Six Sigma Academy (Mikel Harry, Jurong, Taylor)
Down1. MOTOROLAThis company was instrumental in developing Six Sigma Concepts (Motorola, Mercedes, Ford)2. BLACKSecond Belt of Six Sigma3. DEVIATIONSigma, in statistics, is a basic indication of Standard _____ (distribution, deviation, dispersion)4. CHAMPIONThird (FInal) Level of Six Sigma6. GREENFirst Belt of Six Sigma
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MaintenanceCircleTeam Page 3 November 16th , 2009
Maintenanc
Maintenance circleNNEEWWSSLLEETTTTEERR FFOORR MMAANNUUFFAACCTTUURRIINNGG CCOOMMMMUUNNIITTYY
This week Techuzzle
Across
2. H stands for _______ in RoHS, an environmental standard4. S stands for ______ in MSDS supplied with many materials8. ISO 14644 standard is common referred to as ______ standard
Down
1. This is the ISO standard for ambient air quality3. TS 16949 is the widely used standard for _______ sector5. ISO 22000 integrates _____ standards for food industry6. ISO 147 explains standards for _____ quality7. I stands for ________ in AIT, one of the important part of ISO 14000 environment standards
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