实际问题解决PracticalProblemSolving(PPS)

实际问题解决

Practical Problem Solving (PPS)

实际问题解决

Practical Problem Solving

问题是改进的种子!

问题是预示发展的良好的机遇!

如果没有问题，那一定有环节出错了!

Growing 成长

实际问题解决

Practical Problem Solving

问题并不意味着指责!

出现问题是由于系统中存在缺陷。1>.

实际问题解决

Practical Problem Solving

什么是问题？

所谓问题是指实际情况与现有标准或期望之间的差距。

Standard 标准

Actual实际

Discrepancy

差距

TIME

时间

LEVEL

水平

实际问题解决

Practical Problem Solving

1

2

3

4

5

6

问题描述

问题定义

确定原因所在

调查原因

补救及长期对策

跟踪和检查

解决问题的步骤

掌握情况

6

PoC

问题描述

1

问题定义

确定原因所在

2

3

4

5

直接原因

原因

原因

原因

Why?

Why?

Why?

Why?

Why?

根本原因

对策

跟踪

调查原因

基本因果关系的调查

5为什么探究根本原因

实际问题解决

Practical Problem Solving

问题描述

- 陈述出现的问题

1

掌握情况

实际问题解决

Practical Problem Solving

问题定义-针对具体情况对问题进行定义

标准

偏差

持续时间

2

掌握情况

实际问题解决

Practical Problem Solving

确定原因所在

出(车辆/部件上)出现问题的位置

确定原因所在（POC）

3

掌握情况

实际问题解决

Practical Problem Solving

问题描述：“安全

带掉出来了？”

Example 范例

1

掌握情况

实际问题解决

Practical Problem Solving

发生了什么？

应该发生什么？

这种情况持续多久了？

2

问题定义

Grasp

the

Situation

掌握情况

实际问题解决

Practical Problem Solving

确定原因所在

3

掌握情况

实际问题解决

Practical Problem Solving

1

2

3

4

5

6

可以看见

可以看见

可以看见

可以看见

看不见

看不见

第4步是原因之所在!

观察：

回到4

START

开始

掌握情况

实际问题解决

Practical Problem Solving

4

运用5个为什么的调查方法来出根本原因

Why?

为什么？

Why?

为什么？

Why?

为什么？

Why?

为什么？

Why?

为什么？

调查原因

实际问题解决

Practical Problem Solving

5个为什么-范例

工段长马丽在总装车间巡视时看到一些螺母散落在地上，这是一个安全隐患。约翰是她手下的班组长，这时正朝她走过来。

马丽：你好，约翰，你知不知道为什么这些螺母在地上？

约翰：哦，那一定是送料工摔落盒子时散落的。

马丽：他为什么会摔落盒子？

约翰：送料车超载了。

马丽：你是否知道送料车为什么超载？

约翰：是的，他一次装了三车的货，因为在此之前他没有拿到看板卡。

马丽：为什么在此之前没拿看板卡？

约翰：因为班组成员未将看板卡放在规定的地方。

马丽：噢，谢谢约翰。让我们和有关的班组成员谈一谈!

约翰：嗨，吉姆，看板卡，为什么你没有放在规定的地方 ？

吉姆：因为我不知道哪里是规定的位置。

实际问题解决

Practical Problem Solving

5个为什么-范例

为什么机器人停工了？

机器人的保险丝烧断了。

2. 为什么保险丝被烧断了？

线路过载。

3. 为什么线路会过载？

轴承间相互坏损且卡住了。

4. 为什么会出现轴承间相互坏损？

轴承未得到适度润滑。

5. 为什么轴承未得到适度润滑？

机器人的油泵未输送足够的润滑油。

6. 为什么油泵未输送足够的润滑油？

油泵的进油口被金属屑堵塞了。

7. 为什么油泵的进油口被金属屑堵塞？

油泵的进油口未安装过滤器。

调查原因

实际问题解决

Practical Problem Solving

实施补救和对策

补救是一种临时解决办法，限制问题的进一步发展

对策则必须针对问题的根本原因!

5

实际问题解决

Practical Problem Solving

6

跟踪及检查

MARCH

实际问题解决

Practical Problem Solving

PPS的优点

提供了一个企业中每个成员都能理解并遵循的标准化问题解决程序

PPS使成员间易于交流，迅速了解人员在进程中所处的位置

PPS针对了问题的根本原因，而不是仅仅停留在问题的表征上

PPS具有逻辑性，易于遵循

SOS 标准化操作单

Design 设计

Layout/ Workplace 布局/工作位置

Problem Statement 问题陈述:

Containment Activity:

补救措施：

IDENTIFY 确定

ANALYZE 分析

PLAN 计划

EVALUATE 评估

IMPLEMENT 实施

Describe/ Sketch Problem:

描述/或用草图显示问题：

Identify Root Cause:

确定问题的根本问题：

Generate Solutions 提出解决办法：

1)

2)

3)

4)

5)

Final result as compared to goal statement:

最终结果与目标陈述相比较：

Action Responsibility Target Date Result

任务 责任 目标日期 结果

Team 班组: Date 日期:

Goal Statement 目标陈述:

Standardize:

标准化：

Verification核查: Measurements over the past 30 days have shown the problem to be: 过去30天中所进行的检测表明问题：

Resolved

1)

2)

3)

4)

已经解决 Not Resolved未解决

5)

Problem Solving

Summary Sheet

问题解决总结表

Visual Aids

实际帮助

Other其他

Speaker抯 Notes

Problem Solving! The mere mention of it and people can feel bored, or scared. Is it boring?

No, but people are often afraid of the unknown! However, with a structured problem solving

approach, we have a road map for solving problems, which makes it both interesting, and

re-assuring!

Problem Solving is a skill. It comes with time and practice, so don抰 worry if you don抰 get it

right away, but don抰 give up!

Overhead

Speaker抯 Notes

Ask: Why do we say that problems are the seeds for improvement? How can they be positive

opportunities?

(Answer: When there is a problem, if we solve it correctly by finding and eliminating the root

cause, than this particular problem will never recur! Sometimes our solution to a problem goes

beyond what is merely sufficient, and actually advances us to a point further than we were

before! )

It is important that everyone understands that we never want to hide a problem. We need to

embrace problems, and bring them to light immediately! We all need to work together to find

the problems and than solve them!

Ask: Can you name some of the problems you have experienced in the past?

Write these problems on a flip chart.

Ask: How did you know that this was a problem?

Lead the discussion to obtain the definition of a problem

Overhead

Flip Chart

Speaker抯 Notes

Speaker抯 Notes

We will be coming across problems that range from fairly easy (i.e. machine breakdowns, to more

complex problems, i.e. dirt in the paint.

Problems can be technical, or they can be management problems- like the training plan for a

team member.

Ask the group to categorize the list of problems; H for human (managerial) and T for technical.

Say: Problem solving is used primarily for technical problems.

Much of what you have learned about so far in this orientation course is critical for successful

problem solving.

Ask Which tools and concepts you have heard about so far, do you think are beneficial to

problems solving?

Lead the discussion.

Answers:

i.e.

Short Lead Time - Minimum stocks are kept , so when a problem occurs, we can easily track back

the countermeasure can be made more easily. Using the pull system, problems are easily

identified without large numbers of defects being built up.

Workplace Organization - Identification of problems is easier.

Visual Management - Identification of problems is easier.

Standardized Work - Use to get to the root cause of a problem. First question that is asked

when solving a problem is, was standardized work being followed?

Andon - Frequent andon calls (signals for help) may signal that there is a problem in the area that

needs investigation

Overhead

Speaker抯 Notes

This is the GM approach to problem solving. It is a structured way to solve problems. The aim

is to have a clear, logical structure for problem solving. It must be practically and easily applied

in our manufacturing environment.

Read through the steps.

Overhead

Speaker抯 Notes

Say: This is a bit more visual way of showing the process. It is the funnel approach. We start

out with much information, and a very general problem description, such as: it is broken, define

the problem a bit more, track the problem back to the location where it occurred, and filter our

way through the information, to come out with a root cause. Once we have found the root

cause, we can put a countermeasure in place.

Now we will go through each step in more detail.

Pass out this sheet for participants to use and follow along as you go through the rest of the

module.

Overhead

Speaker抯 Notes

Say: The very first step in problem solving is the problem description. It is a statement

describing in general terms the current status or situation. Stating the problem description

depends on our ability to pick up a problem that is occurring. Some problems are very obvious,

such as a machine break-down, or windshield wipers don抰 work. Other problems are not so

obvious, so it is important to increase the level of awareness through this first step.

Warning: Symptoms are indicators of problem, but they are not problems in themselves.

Symptoms do help us point to the problem though.

EXAMPLE: Write on the flip chart.

The car is not performing as expected.

Overhead

Speaker抯 Notes

A problem definition requires a grasp of the situation. Some questions to ask are:

What do you actually know?

Do you know enough to decide what it makes sense to do?

Can you see what is happening?

What should be happening?

Can you break the problem down into smaller problems?

The problem definition should contain:

The standard, the deviation, and the time period.

EXAMPLE: Write on the board.

Miles/per/Gallon Standard = 26

Deviation = 16

Acceleration Standard = 0-60 in 15 seconds

Deviation =0-60 in 22 seconds

Time Period = Last two weeks

Identifying the problem requires getting the facts first hand. 揋o and See?is very important for

problem solving.

Some problems are very difficult to get a handle on because they are very large or complex. In

these cases we should break down the problem into parts.

Overhead

Speaker抯 Notes

So far, we have discussed how to grasp the situation by describing and defining the problem.

The next thing to do is to complete the grasp of the situation, by finding where the problem is

occurring, and where it was created.

Locate position of occurrence.

i.e. For example if a car body had paint blistering on the side, the geographical location of the

problem is known. It is directly in front of you! In this example it is not necessary to search

around to locate the position. More difficult is when the problem is functional, and possibly

buried within the engine, or other part of the car.

EXAMPLE Write on flip chart.

We discover that the point of location is in the fuel filter

Locate the point of cause

If defects are found in one process, it means that the defect is being created at some stage

upstream into the process. It is necessary to track back along the assembly in, checking each

step until the place where the point of cause of the defect is located. We must take the time to

track back to find the start of the problem.

EXAMPLE Write on flip chart

We track back along the engine line and fuel flow system and find the poc is located in the fuel

pump installation.

Overhead

Speaker抯 Notes

Assembly Team Member, George, found that the seat belt hung down from the bottom of the car,

in his process. This made an obstacle from him, which he found was a problem.

Overhead

Speaker抯 Notes

What is happening -seat belt hanging down (The actual)

What should be happening - seat belt above the body of the car (the Standard)

Overhead

Speaker抯 Notes

George had identified the position of occurrence (seat belt, his station) did not know the point of

cause from where he was.

So he had to track down through the line, step by step.

Overhead

Speaker抯 Notes

To track down the point of cause we must observe each process upstream will find the first

process where it is observed to occur.

Overhead

Speaker抯 Notes

The Five Whys is a very good tool to get down to the real root cause of a problem. Our first

conclusions when we tackle a problem, is usually the direct cause - that is, the cause that is

directly responsible for the situation. But usually the direct cause is caused by another cause,

and so on. If we understand this chain of causes, than we can find the root cause, and eliminate

the problem!

Tell story of the merchant and his dog, for a few laughs

Once, a rich merchant (M) was coming home from a trip to the city. Along the way he meets his

steward (S) who has come to give him some news.

M: Hello Steward, how is everything at home?

S: Oh, Sir, your dog has died.

M: Oh, well that is She was a good dog. Why did my dog die?

S: I expect it was from eating too much horse meat.

M: Horse meat? Why did she eat so much horse meat?

S: Well, sir, your horses are all dead.

M:Dead, I don抰 understand. Why are my horses dead?

S: They died from overwork, after hauling all that water.

M: Water, what water? Why did they haul water?

S: The water we used for putting out the fire.

M: Fire? What fire?

S: The fire that burned down your castle.

M: My castle is gone? Why was there a fire?

S: It was probably the torches sir.

M: Why were there torches?

S:To light the way for your mother抯 funeral.

M: My mother is dead?! Why?

S: Yes, I抦 sorry, he died of a broken heart when she heard about your father抯 death.

M: My father is dead too!? Why?

S: It was the shock, sir, when he heard about it

M: Heard about what?

S: The bank failing.

M: Our bank failed? I have no more money?

S: Yes sir, the horses are dead, the castle has burned, your mother is dead, your father is dead,

and your money is gone. I just came to meet you to tell you that your dog had died.

Overhead

Speaker抯 Notes

Ask for volunteers from the audience to read the different parts.

Say: As you can see from this case, Mary has managed to identify the root cause using the Five

Why method, and managed to solve something which at first look appeared to have a different

cause. Mary identified the root cause to be inadequate training, because the team member did

not know the kanban procedure.

Ask: Why did Jim know the correct location? Inadequate training is the root cause!

Overhead

Speaker抯 Notes

Here is another real example using the five why抯.

Ask two participants to read out loud, one reading the questions, and another answering.

Say: This is a good example for a number of reasons. First of all even though it is called the

揻ive whys?there may be more than 5!! It depends on how complex the problem is, so don抰

stop necessarily after five. Only stop when you have reached the root cause. Another reason

this is a good example, is that it shows how different the initial problem description is from the

root cause.

The initial problem description was that the robot stopped. If all effort had been put into

getting the robot to start again, no investigation would have taken place and the 损roblem?would have continued to recur. Obviously, we need to get the robot working again

quickly. This is known as a 揵and-aid?or a short term countermeasure. But the long term

countermeasure is the one which attacks the root cause.

We will now talk in a bit more detail about countermeasures.

Overhead

Speaker抯 Notes

When we find a problem, we need to put an immediate countermeasure in place, i.e. to get a

machine back running, to fix an un-safe situation, etc.

This is called a band-aid, because it only fixes the direct cause, but doesn抰 get to the root

cause.

A band-aid can address any stage of the problem, as its purpose is to contain the problem, not

necessarily to solve it.

After our five why investigation we can find a long-term countermeasure that actually addresses

the root cause.

A countermeasure (in contrast to a band-aid) address the Root Cause, and will prevent

reoccurrence of one or more direct causes.

Ask: What is a good countermeasure?

A good countermeasure must change a standard. If the proposed countermeasure only serves

to better apply a standard which has already failed, than it does not address the root cause, and

will not prevent reoccurrence of the problem.

An example of a bad countermeasure would be:

1) Root Cause - Team Member did not follow Standardized Work

Countermeasure - Team Member should follow Standardized Work

This is bad, because in fact the root cause is not a root cause at all, but only a direct cause!

Further investigation reveals:

Direct Cause: TM did not follow Standardized Work

Why? Standardized Work is difficult to remember.

Countermeasure: Change the sequence of operations, re-document the standardized work,

and re-train team members.

Overhead

Speaker抯 Notes

After the countermeasure has been implemented, it is important to follow up and check. We

need to make sure that the new standard is being used by all. A decision must be made at the

time of implementation - when will the follow up take place, and who will follow up.

Ask: Why is it important to follow-up and check?

(Answer: To ensure that the countermeasure you have put in place is actually working. If it is

not, the problem solving steps must begin again.)

Conclusion:

Ask: What are the benefits of this standard problem solving process that I have outline for you?

Wait for answers, than summarize and show final slide.

Overhead

Overhead

Speaker抯 Notes

This is a tool that helps us document our problem solving approach. It is especially useful for

more complicated problems, as it helps structure our thoughts. It also provides a record for

reference in the future, and aids in follow-up.

Overhead

Why? The sequence of operations around the vehicle is not logical.