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PDCA

A Tool For Continuous Improvement

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Objectives

Introduce Lean Six Sigma (LSS) principles

Identify the steps of the PDCA problem solving model used in a LSS model

Identify and use various quality problem solving tools

Identify an use various team dynamic tools

Standardize corporate wide PDCA process

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LSS Yellow Belt

A Lean Six Sigma Yellow Belt is an individual who has a broad understanding of LSS and the basic continuous improvement tools

Yellow Belts participate on improvement teams as well as use the tools, as applicable, in their day-to-day jobs

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What is Six Sigma

Six Sigma is a business management strategy, originally developed by Motorola, that today enjoys widespread application in many sectors of industry

Six Sigma seeks to identify and remove the causes of defects and errors in manufacturing and business processes. Its primary focus is on process targeting and variation reduction

It uses a set of quality tools, including statistical methods, and creates a special infrastructure of people within the organization who are experts in these methods

Each Six Sigma project carried out within an organization follows a defined sequence of steps and has quantified financial targets (cost reduction or profit increase)

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ProblemSolving

ErrorProofing

Kaizen

5S/Visual

Factory

QuickChangeover

Kanban

StandardizedWork

TotalProductive

M aintenance

LeanM anufacturing

What is Lean

“Lean” is a business management strategy, originally called the “Toyota Production System” that was born at Toyota in the early 1950’s

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7 Forms of Waste

Typesof

Waste

CORRECTION

WAITING

OVER PROCESSING

MOTION

INVENTORYTRANSPORTATION

OVERPRODUCTION

Repair orRework Any wasted motion

to pick up parts or stack parts. Also wasted walking

Wasted effort to transportmaterials, parts, or finished goods into or out of storage, or between processes.

Producing morethan is needed before it is needed

Maintaining excessinventory of raw mat’ls,parts in process, orfinished goods.

Doing more work thanis necessary

Any non-work timewaiting for tools, supplies, parts, etc..

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What is Lean Six Sigma (LSS)

Lean Six Sigma is a business management strategy that combines the tools and techniques of Lean Manufacturing and Six Sigma to form an integrated continuous improvement strategy

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Costs

A. B. C. D. E.0

Profit Profit

Profit Profit

Profit

COPQWaste(COPQ)

Waste(COPQ)Total

Cost to

Produce or

Provide

TheoreticalCosts Theoretical

Costs

TheoreticalCosts

i.e.,Cost of

Doing theRight ThingsRight

the FirstTime

Budget Constraints andCompetition Drive a

Lowered Price

Total Product or Service Price to Customer

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What is PDCA Problem Solving

Originally developed by Walter Shewhart in 1930s. Sometimes referred as “Shewhart Cycle”

Solving problems by finding real root causes

Taking action that permanently removes the problem

Part of the Continuous Improvement methodology

Involves two main strategies Analysis Action

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PDCA

PLAN- Understand gaps between customer’s expectations and what you deliver

- Improve process first by analyzing root causes and identify solutions for these problems

DO

- Implement solutions using action planning

- Collect data to verify goals

CHECK

- Observe the effect of the change

- Collect data to verify changes are working

ACT

- Standardize actions

- Continue to collect data and verify goals

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What is Root Cause Analysis

What is Root Cause Analysis? Process to arrive at the

preliminary causes of a problem

Finding the reason a problem exists and eliminate it with corrective actions

Front-end work Defining the problem in

quantifiable terms Testing potential root causes Verifying the root cause

Common Barriers to Root Cause Analysis

Problem described incorrectly

Problem solving effort expedited

Poor team participation

No logical process

Permanent corrective action not implemented

Over-reliance on experience

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PDCA Project Status Report PDCA PROJECT STATUS REPORT PROJECT TITLE DATE LOCATION CUSTOMER

DEPARTMENT TEAM LEADER TEAM MEMBERS

PLAN DEFINE THE PROBLEM

IMPLEMENT CONTAINMENT DEFINE THE GOAL ROOT CAUSE ANALYSIS IDENTIFY SOLUTIONS

DO IMPLEMENT ACTION PLAN

CHECK EVALUATE RESULTS ANALYSIS OF GAPS

ACT STANDARDIZE MONITOR RESULTS

Page 1

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Select a team championSelect a team champion

Select team membersSelect team members

Select team supportSelect team support

Establish time and resources Establish time and resources to work on projectto work on project

Are all areas of Are all areas of technical expertise technical expertise

available?available?

Use a Team Approach

Starting out right Set meetings, procedures,

ground rules Team Membership

Who are the other members? Why are they here? What is my role in this team? WIIFM

Communications

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Stages of Team Development

The stages include: Forming Storming Norming Performing

Each stage is unique and each team experiences it in a different way

Things are always changing

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v

LeaderRules Minority

Rules

VotingMajority

Rules

Consensus

Probabilityof

CorrectDecision

Stress orPressureForces tothe Left

Team Tools: Brainstorming

Don’t critique ideas Use your imagination Build on others’ ideas

Piggybacking Aim for QUANTITY Record each idea

1. Select a facilitator

2. Give everyone 1-2 minutes to silently think about the problem

3. Invite everyone to contribute ideas

4. Write down all ideas

5. Continue until you run out of ideas

6. Discuss and narrow down ideas using Nominal Group Techniqueor Multi-Voting

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Plan: Define the Problem

Objective: Review existing data Specify the internal/external customer

problem by identifying in quantifiable terms (who, what, when, where, why, how, how many) for the problem.

Use an “Operational Definition” that has a common meaning to everyone who reads it

Use verifiable criteria Symptoms are often mistakenly

used to describe a problem Identify the internal/external customer

expectations

DEFINE THE PROBLEMDEFINE THE PROBLEM

DEFINE THE GOAL

ROOT CAUSE ANALYSIS

IDENTIFY SOLUTIONS

PLAN

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Plan: Define the Problem

Process Review existing data

Get team feedback

Go see the problem

Identify process flow

Ask 5W+2H

Are there multiple problems?

Is containment required

Tools Process Mapping

5W+2H

Operational Definition

Historical Data & Charts

Pareto Chart

PDCA Project Status Sheet

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Process StepProcess Step Represents functions or steps in the process. A brief description is written in the box.

DecisionDecisionRepresents a point where there are at least two alternatives for the next step of the process. A question is written in the diamond.

DocumentationDocumentation Represents a document that is produced as part of the process. A description is written in the box.

Process Process Start or StopStart or Stop

Represents the beginning or end of the process. Usually labeled START or END.

ConnectorConnector Used to connect flowcharts between pages or long distances. Usually labeled with a letter or a number.

StorageStorage Represents product storage as finished goods or work in progress.

InspectionInspection Represents steps where a product is inspected.

Tools: Flowchart Flowcharting Symbols

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Tools: Current & Historical Data

Customer Feedback

PPM charts, SPC/Run charts

Program Timelines

Test Results

Performance Reports/Feedback

Input-Process-Output (IPO)

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Tools: 5W2H

Who? Who is the customer complaining?

What? What is the complaint or opportunity?

When? When did the problem start or occur?

Where? Where is the problem observed?

Why? Why is this problem occurring (known data)?

How? How does the process work?

How Many? How many defects?

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0

5

10

15

20

25

30

35

1 2 3 4 5 6

Sources ofApplication Errors 1 = Incorrect Data 2 = Missing Data 3 = Bad Data Entry 4 = Spelling 5 = Penmanship 6 = Other

0

5

10

15

20

25

30

35

1 2 3 4 5 6

Sources ofIncorrect Data 1 = 2 = 3 = 4 = 5 = 6 =

2nd Level Pareto1st Level Pareto

Tools: Pareto Chart

VALUE What is the relative

importance of each part of the problems?

What should be the starting point for problem solving? Where should we focus our attention?

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Tools: Operational Definition

Description of Problem IS IS NOT

WHO Customer Name Location

WHAT Product Process System

WHEN First Seen When else seen

(dates, events) When seen in

process life cycle

WHERE Seen on object Seen

geographically

WHY Supportive data

HOW Process

conditions

HOW MANY Number of

defect Number of parts Number of

concerns Trends

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Tools: Input-Process-Output(IPO)

PROCESS(ACTIVITY)

Perform a Service

Produce a Product

Complete a Task

People

Material

Equipment

Policies

Procedures

Methods

Environment

INPUT - PROCESS - OUTPUT(IPO)

SOURCES OFVARIABILITY

MEASURES OFPERFORMANCE

Process

Process

Process

Process

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Containment Actions

Is Containment Required? Define and implement containment actions to isolate the

effect of problem from any internal/external customer until corrective action is implemented

Verify the effectiveness of the containment action

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Containment Actions

   Minimize effect of problem     on the customer

Temporary SOP’s

100% sorting/inspection

Do/Perform/Make in-house vs outsource

Temporary company policies

Additional approvals (signoff)

Single source

Certified operators/people

Common Problems with Containment Actions

Considered as permanent solution

Costly

Easily forgotten

Typically only address an effect and not root cause

Same problem/effect will surface again

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Tool: Containment Action Worksheet

1. Possible Containment Actions

2. Selected Containment Action(s)

3. Intervention in Process/System:

Supplier

In-House

Customer

End User

Other: _________________

4. Verification Measurement

Measurement

Type of D ata Collection Chart

5. Validation Measurement

Measurement

Type of D ata Collection Chart

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DEFINE THE PROBLEM

DEFINE THE GOALDEFINE THE GOAL

ROOT CAUSE ANALYSIS

IDENTIFY SOLUTIONS

PLAN

Plan: Define the Goal

Objective:

Identify “What is the end goal”

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Plan: Define the Goal

Process

Review data

Identify goals that are measurable

Does everyone understand?

Tools

Customer Expectations (Internal/External)

Team Tools

PDCA Project Status Sheet

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DEFINE THE PROBLEM

DEFINE THE GOAL

ROOT CAUSE ANALYSISROOT CAUSE ANALYSIS

IDENTIFY SOLUTIONS

PLAN

Plan: Root Cause Analysis

Objective: Identify all potential causes

that could explain why the problem occurred

Isolate and verify the root cause by testing each potential cause against the problem description

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Tools

Team Tools

Repeated Why

Cause & Effect Diagram

Check Sheets

SPC and Run Charts

Histogram

Process Flowchart

Pareto Chart

Scatter Diagram

Timeline

Root Cause Analysis Worksheet

PDCA Project Status Sheet

Plan: Root Cause Analysis

Process Brainstorm additional data

requirements

Analyze data

Identify potential causes

Collect data to isolate root causes

Select potential root cause

Prioritize actions

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Identify Potential Causes

Continue to ask the repeated “Why” statements

List potential root causes Group discussion / Brainstorming session Cause and Effect diagram FMEA

If the problem is new, develop a time line

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Tools: Repeated Why

Poor Quality Parts

WHY?(Because the)

WHY?(Because the)

WHY?(Because the)

WHY?(Because the)

WHY?(Because the)

The Problem Statement is…….

Stick to the facts

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Tools: Cause and Effect

Typical Categories Manpower Machine Methods Material Mother nature

(Environment) Measurement

Cause & Effect Diagramsare also known as

Fishbone Diagrams

Effect

Category

Cause

Cause

Cause

Cause

Category

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Carmen’s World Famous Whoopie Pies

Types ofdefects infinished pies

Data collected by:

Location: Maine plant

Dates: June 20-26

Lot size: 200

Defect SUN MON TUE WED THU FRI SAT Total

Too much cream

Too little cream

Too crumbly

Too big

Too small

Has a bite in it

24

9

21

13

14

9

Not chocolatyenough

6

1

Not sweetenough

Project:

Tools: Check Sheet

VALUE What facts or data patterns

will help us to better understand the problem and its cause(s) ?

How do we translate our « opinions » about the problem into « facts » ?

Check sheets are used to capture factual data from the beginning. They are filled by operators to describe the situation following the data collection plan.

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0

2

4

6

8

10

12

14

16

18

1 2 3 4 5 6 7 8 9 10 11

Shaft diameter

Frequency

Tool: Histogram

VALUE How frequently does a certain

effect occur? What does the frequency

distribution look like - a normal curve or some other statistical form ?

How frequently is the process outside of specifications ?

What is the nature of the deviation outside of specifications, e.g., synthetically or not,...

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Tools: Histogram

Normal Distribution

Positively Skewed Negatively Skewed

Bi-Modal DistributionMulti-Modal Distribution

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Tools: Sigma/Distribution Curve

X–3s –2s –1s +1s +2s +3s

68%

95%

99.7%

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Tools: Run Chart

Sample Run Chart

58

60

62

64

66

68

70

72

74

76

78

1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45 47 49

Time or Sequence

Va

lue

Series1

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Tools: Sigma/DistributionCurve

UCL

LCL

X

3 Sigma

2 Sigma

1 Sigma

1 Sigma

2 Sigma

3 Sigma

X–3s –2s –1s +1s +2s +3s

68%

95%

99.7%

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Tools: Run Chart / SPC

Average

Lower control limit

Out of control

Time

Control chartrandom variation vs. special events

VALUE In the variation we observe in a

problem characteristic or parameter, what part is natural variation (within the process control limits) and what part is due to specific special causes ?

How often does the process go out of control?

Are there any discernable trends that should concern us ? Can any preventive actions be taken based on these trends ?

VALUE In the variation we observe in a

problem characteristic or parameter, what part is natural variation (within the process control limits) and what part is due to specific special causes ?

How often does the process go out of control?

Are there any discernable trends that should concern us ? Can any preventive actions be taken based on these trends ?

Upper control limit

USL

LSL

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Tools: Scatter Diagram

Positive Correlation

Negative Correlation

A decrease in y may berelated to an increase in x.

No Correlation

There is no demonstratedconnection between y and x.

Variable 1

4.5

4.0

3.5

150 400 650x

Variable 2

4.5

4.0

3.5

150 400 650

y

x

Variable 1

Variable 2

4.5

4.0

3.5

150 400 650

y

x

Variable 2

An increase in y may berelated to an increase in x.

VALUE Confirm that 2

variables are correlated

What is the nature of the relationship between the variables ?

VALUE Confirm that 2

variables are correlated

What is the nature of the relationship between the variables ?

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Tool: Root Cause Analysis Worksheet

List of Potential Causes Data

Required Responsibility

Data Analysis

Tools Is this a

Root Cause?

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DEFINE THE PROBLEM

DEFINE THE GOAL

ROOT CAUSE ANALYSIS

IDENTIFY SOLUTIONSIDENTIFY SOLUTIONS

PLAN

Plan: Identify Solutions

Objective: Define the best permanent

corrective actions Identify measures to ensure

the root cause is eliminated

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Tools Team Tools

Action Planning

Force Field Analysis

Cause & Effect Diagram

Scatter Diagram

Decision Matrix

Root Cause Solution Worksheet

PDCA Project Status Sheet

Plan: Identify Solutions

Process Identify best solutions

Verify solutions verses root cause

Select best solution

Clearly describe solution

Determine if simple test is possible

Verify measurable

Develop Implementation Action Plan

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Tools: Action Matrix

Big Effect on Root CauseBig Effect on Root Cause

No Effect on Root CauseNo Effect on Root Cause

EASYEASYHARDHARD

Big Payoff/Easy to do

DO THESE NOW!

Big Payoff/Hard to do

PRIORITIZE/PLANTO IPLEMENT THESE

SKIP THESEDO THESE AFTER

DOING EVERYTHING ABOVE

Minimal Benefit/Easy to do Minimal Benefit/Hard to do

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Tools: Force Field Analysis

DRIVERSDRIVERS ISSUE RESTRAINERSRESTRAINERS

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Tools: Root Cause Solution Worksheet

Root Cause: _____________________________________________________________________________________

List of Potential Solutions Pros / Cons Verification

Method Responsibility

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IMPLEMENT IMPLEMENT ACTION PLANACTION PLAN

Do: Implement Action Plan

Objective: Implement permanent

corrective actions Evaluate results of action plan

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Do: Implement Action Plan

Process Review action plans

Assign responsibilities

Implement solutions

Conduct training

Establish controls

Verify measurement

Remove containment if necessary

Tools Action Planning Worksheet

Timelines

PDCA Project Status Sheet

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Tools: Action Planning Worksheet

Core Team Member: ______________________________________________________________________________

Actions/Steps Resources ResponsibilityStart Date

CompleteDate

Validation Method Status Comments

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Evaluate ResultsEvaluate Results

Check: Evaluate Results

Objective:

Verify corrective actions before the actions are permanently implemented Process capability run Quality data analysis Field test Prototype

Rework report Document verification results Update quality documents Verify the solution with customer

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Check: Evaluate Results

Process Collect data

Analyze data Are results achieved? Has root cause been eliminated?

Confirm results with customer

Verify no other issues introduced

Tools Quality Charts

PDCA Project Status Sheet

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STANDARDIZE & STANDARDIZE & MONITORMONITOR

Act: Standardize and Monitor

Objective: Validate corrective actions

Evaluate the effectiveness of current measurements to detect failure

Update quality procedures to prevent recurrence of this and all similar problems

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Act: Standardize and Monitor

Process

Identify and agree to long term validation methods

Identify similar products, product lines, serviced, equipment, and processes that could benefit from these findings and solutions

Update quality documents

Retrain as necessary

Tools

Operating Procedures

PDCA Project Status Sheet

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Tool Matrix

TOOLS STEPS

Bra

ins

torm

Vo

tin

g -

NG

T

5W

+2

H

Pro

ce

ss

Map

Pa

reto

Dia

gra

m

IPO

5 W

hy

s

Ca

us

es

& E

ffe

ct

Ch

ec

k S

hee

t

Ru

n C

ha

rt

SP

C C

ha

rt

His

tog

ram

Sc

att

er

Dia

gra

m

Ac

tio

n m

atr

ix

Tim

eli

ne

Fo

rce

Fie

ld

Pro

jec

t S

tatu

s W

S

Op

era

tio

na

l D

ef.

WS

Co

nta

inm

en

t W

S

Ro

ot

Cau

se

An

aly

sis

Ro

ut

Cau

se

So

luti

on

s

WS

Ac

tio

n P

lan

nin

g W

S

Pro

ce

du

res

Team Approach

PLAN Define Problem

Containment Actions

Define Goal

Root Cause Analysis

Identify Solutions

Implementation Plan

DO Implement Action

CHECK Evaluate Results

ACT Standardize

Monitor Results