Problem Solving Basics

# Noise How N C Who When

1 Depart Time Key ring FW 3/12

2 Keys Key Ring FW 3/15

3

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Departure TimeCommute DurationDistance traveledGas usedAvg. SpeedEntered Parking Lot

Task DurationArrival TimeWork Readiness

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Late / Not Late

Task DurationVehicle Shutdown

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Ready to Depart Vehicle•badge•keys•briefcase

Distance Traveled

Key

C - Controllable

S - SOP

N - Noise

CR - Critical

(N)(N)(C)(N)(C)(S)(N)

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(N)(N)(S)(C)(N)(N)(N)

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(N) (N) (N)(S)(C)(N)(C)(N)(N)

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(N)(N)(S)(S)(S)(S)

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INPUTS

OUTPUTS

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Step #

Standard Work Layout Sheet

Scope of

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From: 4/24/2008

To:

Takt Time Cycle Time

270 mins 1,950 mins

Quality Check Safety

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One Page Primer Series

Tony WebsterLean \Sigma Translator

www.linkedin.com\in\webstert

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Problem Solving Basics

These steps provide a standardized method for

solving problems and improving processes.

When used consistently team members can

internalize the skills and participate in

improvement opportunities.

The individuals and organizations that best use

improvement methods continually have a

competitive advantage in the marketplace.

Problem solving uses the scientific method to

establish a repeatable means of 1) gaining

process knowledge, 2) determining root cause,

and 3) implementing countermeasures.

Problem solving methods should be used to

address performance gaps – whether they are

existing problems or opportunities.

Anyone who wants to improve their value to

their organization should learn and become

proficient at problem solving methods.

Step Description Tool

1

1a

Determine that an improvement opportunity exists.

If necessary, complete a short term containment action.

• Voice of the Customer

• Annual Improvement Plans

• Trend Charts

2 Narrow the scope of the investigation, to use resources on high impact

solutions.

• Process Map

• Pareto Charts

3 Gain an understanding of the current process situation. • Current State Map

• Process Map

4 Determine sources of variation or cause; and narrow the list to the root

cause.

• 5 Why

• SIPOC

• Fishbone Diagram

5 Develop and implement corrective actions to address the specific root

cause or source of variation.

• Noise to Constant

• Impact/Effort Grid

6 Institutionalize the change to prevent recurrence. Ensure that all

pertinent people are training on the new process.

• SOP

• Standard Work

7 Establish a short term measure to verify the effectiveness of the

corrective action.

• Checklist

• Trend Chart

8 Celebrate the success. • Recognition System