““Pollution Prevention Basics:Pollution Prevention Basics:The Road to Cost Savings”The Road to Cost Savings”

Problem Solving TechniquesProblem Solving TechniquesTeam Improvement Groups

(TIG)Basic - 101Basic - 101Presented by:

Ron Allen - Environmental EngineerToyota Industrial Equipment Mfg., Inc.

Columbus, Indiana

Lean manufacturing and continuous Lean manufacturing and continuous improvement have been around for more improvement have been around for more than a quarter-century, but it seems that than a quarter-century, but it seems that those implementing these ideas in those implementing these ideas in traditional workplaces still fail to grasp traditional workplaces still fail to grasp what's really needed to get the what's really needed to get the productivity leaps they seek. productivity leaps they seek. 

As Steven J. Spear, a senior lecturer at MIT who As Steven J. Spear, a senior lecturer at MIT who has studied Toyota for more than a decade stated: has studied Toyota for more than a decade stated:

The work is really threefold: making cars, making The work is really threefold: making cars, making cars better, and teaching everyone how to make cars better, and teaching everyone how to make cars better.cars better.

At its Olympian best, Toyota adds one more level: At its Olympian best, Toyota adds one more level: It is always looking to improve the process by It is always looking to improve the process by which it improves all the other processes.which it improves all the other processes.

Philosophy of TIGPhilosophy of TIG

Basic Concept: To utilize a standard method of problem solving, Basic Concept: To utilize a standard method of problem solving, while at the same time developing the skill levels of the while at the same time developing the skill levels of the workforce.workforce.

A voluntary program involving both shop and office Associates.A voluntary program involving both shop and office Associates.

Anyone can participate including the president.Anyone can participate including the president.

Groups select the problem to work on themselves. Management Groups select the problem to work on themselves. Management may suggest problems to concentrate on, but the group may suggest problems to concentrate on, but the group ultimately decides.ultimately decides.

Groups are allowed to meet 1 hour per week to work on their Groups are allowed to meet 1 hour per week to work on their theme.theme.

The group typically completes one activity or theme every 6 – 9 The group typically completes one activity or theme every 6 – 9 months.months.

All groups utilize the 8 steps in their problem solving as All groups utilize the 8 steps in their problem solving as described in the Problem Solving Guide.described in the Problem Solving Guide.

Although cost savings can be quite substantial, it is not the Although cost savings can be quite substantial, it is not the primary goal. The primary goal is training and development for primary goal. The primary goal is training and development for the Associates.the Associates.

Several incentives are used to entice Associates to join the Several incentives are used to entice Associates to join the program such as free lunches, monetary awards for presented program such as free lunches, monetary awards for presented themes, and opportunities to attend trips such as the NATQCC themes, and opportunities to attend trips such as the NATQCC (North American Toyota Quality Circle Conference).(North American Toyota Quality Circle Conference).

Philosophy of TIGPhilosophy of TIG

Steps for TIGSteps for TIG1.1. Clarify the problemClarify the problem

2.2. Break down the problemBreak down the problem

3.3. Set a targetSet a target

4.4. Determine the root causeDetermine the root cause

5.5. Develop countermeasuresDevelop countermeasures

6.6. See countermeasures throughSee countermeasures through

7.7. Confirm results and processConfirm results and process

8.8. Standardize successful processesStandardize successful processes

1. Clarify The Problem Area / Dept.: Theme: Members: 6. See Countermeasures Through

Start Date:End Date:

4. Determine The Root Cause

2. Break Down The Problem 7. Confirm Results & Process

5. Develop Countermeasures

3. Set A Target 8. Standardize Successful Processes

Problem Solving GuideP D C A

- What is the Current Situation?- What is the Ideal Situation?- Visualize the gap between the ideal & current situation.- Must be measurable.- Solution not known.- Keep in mind scope.

P D C A

- Make the commitment. > Measurable, concrete and challenging.

- Do what, by how much, by when?

- Clarify rationale and impact.

- Output oriented (things to be achieved).

P D C A

- Brainstorm potential causes for the narrowed down problem. (Why is the problem occurring?)

- Based on facts through Genchi Genbutsu (Go and see), keep asking 'why' to uncover deeper causes. Eliminate direct causes that do not materialize.

- Specify the root cause(s) and confirm logic chain.

- Can you turn the problem on and off with the root cause?

Why Why

WhyWhy

Why

P D C A

- Quickly implement C/M and monitor progress with data.

- Check to see if C/M is happening

- Collect data; regularly check and communicate progress (ho-ren-so). - Be consistent when making before and after comparisons (apples to apples).

P D C A

P D C A

July

Start

Finish

April May June

C/M 1

C/M 2

- Compare results with target in step 3. > If no good, try next C/M or return to step 4. - Evaluate other processes for repeatability of results.

- Understand the factors behind the success or failure.

- Structure processes to prevent recurrence.

- Re-train & document improved standards - (process manuals).

> Create systems to maintain improved standards.

- Share improved standards, through Yokoten,

with other related processes.

- Begin the next TIG project; (P-D-C-A).

- Prepare PowerPoint Presentation

Check Sheet

a n d o e mf n j

a n d o e mf n j

a n d o e mf n j

P D C A

=

A. Brainstorm a list and prioritize, -OR-B. Start with a pre-determined problem.

P D C A

- Build consensus with others involved.

- Create a clear and detailed action plan. (Clarify roles and involve everyone on team)

Pro

blem

Fish Bone

Fish Bone / Cause and Effect

Man Method Machine

Material Environment

Narrowed Problem

Cause CauseCause

Cause Cause

Cause

ROOT CAUSEFishbone & Why's

0

2

4

6

8

10

12

April May June July

Actual

Target

Flow Chart

Total JudgementEffectivness Feasibility Durability Influence

1 2 3 1 2 3 1 2 3 0

Proposal Cost

Counter Measure Selection Matrix

1 2 3 1 2 3

1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 0

1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 0

1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 0

1 2 3 01 2 3 1 2 3 1 2 3 1 2 3

ACTION / ACTIVITY PLAN

ITEM WHO May April June July

Total

1. Cost

1. Cost2. Productivity3. Quality4. Safety

1. Cost2. Productivity

2. Productivity3. Quality4. Safety

1. Cost2. Productivity3. Quality4. Safety

3. Quality4. Safety

1. Cost2. Productivity3. Quality4. Safety

1. Cost2. Productivity3. Quality4. Safety

1. Cost2. Productivity3. Quality

4. Safety

1. No Change2. Worse gradually3. Worse suddenly

1. No Change2. Worse gradually3. Worse suddenly

1. No Change2. Worse gradually3. Worse suddenly

1. No Change2. Worse gradually3. Worse suddenly

1. No Change2. Worse gradually3. Worse suddenly

1. No Change2. Worse gradually3. Worse suddenly

1. No Change2. Worse gradually

3. Worse suddenly

What is the benefit to the team?not solved?Proposed Theme

What happens if the problem is

on time?complete it

Can we

by ourselves?Can we solve it

2. Can

1. Cannot

2. Can

1. Cannot

3. Can do2. Ask for help1. Cannot do it

3. Can do2. Ask for help1. Cannot do it

2. Can

1. Cannot

3. Can do

2. Ask for help1. Cannot do it

2. Can

1. Cannot

3. Can do

2. Can

1. Cannot

3. Can do

2. Ask for help1. Cannot do it

2. Ask for help1. Cannot do it

3. Can do2. Ask for help1. Cannot do it

3. Can do2. Ask for help1. Cannot do it

2. Can

1. Cannot

2. Can

1. Cannot

2. Less than 50%1. None

3. More than 50%

2. Less than 50%1. None

3. More than 50%

How many

3. Much Easier2. Easier1. No

3. More than 50%2. Less than 50%1. None

3. More than 50%

impacted in the Associates are

2. Less than 50%1. None

3. More than 50%2. Less than 50%1. None

3. More than 50%

2. Less than 50%

2. Easier1. No

Dept.?

1. None

2. Less than 50%1. None

3. More than 50%

3. Much Easier2. Easier1. No

3. Much Easier2. Easier1. No

3. Much Easier

work easier?Will it make the

3. Much Easier2. Easier1. No

3. Much Easier2. Easier1. No

3. Much Easier

Theme Sel ect ion Mat r ix

2. Easier1. No

Date

Check Sheet 12-Nov-06

Totals

3-Nov-06 Totals

0

Item 10/28/2006 10/29/2006 1-Nov-0610/31/200610/30/2006

Chart Title

75

45

25

4 1

50%

80%

97% 99%

100%

0

50

100

150

200

250

C B D E A

Numb

er

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%n=150

4.

ProcessPoint

Of

CauseProcessProcess

- Brainstorm and develop potential C/M's to address the root cause.

- Select the most practical and effective C/M.

Brainstorm C/M's

Brainstorm

Brainstorm

Brainstorm

Brainstorm

Brainstorm

Brainstorm

Brainstorm

Brainstorm

Brainstorm

Brainstorm

Ideal Situation

Current Situation

Gap = Problem

Pro

blem

Fish Bone

Fish Bone / Cause and Effect

Man Method Machine

Material Environment

Flow Chart

Flow Chart

Low High

Pro

cess

Results

Hig

hL

ow X

O

Chart Title

75

45

25

4 1

50%

80%

97% 99%

100%

0

50

100

150

200

250

C B D E A

Num

ber

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%n=150

4.

Progress ReasonsCountermeasure Report Inform Consult

=

Pro

blem

Fish Bone

Fish Bone / Cause and Effect

Man Method Machine

Material Environment

Chart Title

75

45

25

4 1

50%

80%

97% 99%

100%

0

50

100

150

200

250

C B D E A

Num

ber

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%n=150

4.

- Use data to categorize the problem into smaller, more concrete problems. Use division points such as: Who, What, When, and Where to begin breaking down the problem.

- Narrow the focus to one individual aspect of the problem.

- Genchi Genbutsu: (Go & See) the smaller, more focused problem and visualize the process.

- Specify the point of cause and state the problem to engage.

-What is the Current Situation?

- What is the Ideal Situation?

- Visualize the gap between the ideal & current situation.- Must be measurable.- Solution not known.- Keep in mind scope.

A.Brainstorm a list and prioritize,

-OR-B. Start with a pre-determined problem.

Ideal Situation

Current Situation

Gap = Problem

1. Clarify The Problem

2. Break Down The Problem

- Use data to categorize the problem into smaller, more concrete problems. Use division points such as: Who, What, When, and Where to begin breaking down the problem.

- Narrow the focus to one individual aspect of the problem.

- Genchi Genbutsu: Go & see the smaller, more focused problem and visualize the process.

- Specify the point of cause and state the problem to engage.

ProcessPoint

OfCause

ProcessProcess

3. Set A Target

- Make the commitment. > Measurable, concrete and challenging.

- Do what, by how much, by when?

- Clarify rationale and impact.

- Output oriented (things to be achieved).

0

2

4

6

8

10

12

April May June July

Actual

Target

4. Determine The Root Cause

- Brainstorm potential causes for the narrowed down problem. (Why is the problem occurring?)

- Based on facts through Genchi Genbutsu (Go and see), keep asking "why" to uncover deeper causes. >Eliminate direct causes that do not materialize.

- Specify the root cause(s) and confirm logic chain.

- Can you turn the problem on and off with the root cause?

Narrowed Problem

Cause CauseCause

Cause Cause

Cause

ROOT CAUSE

5. Develop Countermeasures

-Brainstorm and develop potential c/m's to address the root cause.

-Select the most practical and effective c/m.

-Build consensus with others involved.

-Create a clear and detailed action plan. (Clarify roles and involve everyone on team)

Total JudgementEffectivness Feasibility Durability Influence

1 2 3 1 2 3 1 2 3 0

Proposal Cost

Counter Measure Selection Matrix

1 2 3 1 2 3

1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 0

1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 0

1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 0

1 2 3 01 2 3 1 2 3 1 2 3 1 2 3

6. See Countermeasures Through

- Quickly implement C/M and monitor progress with data.

- Check to see if C/M is happening

- Collect data; regularly check and communicate progress (ho-ren-so). - Be consistent when making before and after comparisons (apples to apples).

Progress ReasonsCountermeasure Report Inform Consult

7. Confirm Results & Process

- Compare results with target in step 3.

> If no good, try next c/m or return to step 4. > If okay, cease any short-term measures.

- Evaluate processes for repeatability of results.

- Understand the factors behind the success or failure.

July

Start

Finish

April May June

C/M 1C/M 2

8. Standardize Successful Processes

- Structure processes to prevent recurrence. - Re-train & document improved standards - (process Manuals). > Create systems to maintain improved standards.

- Share improved standards through Yokoten (if possible).

““Pollution Prevention Basics:Pollution Prevention Basics:The Road to Cost Savings”The Road to Cost Savings”

Problem Solving TechniquesProblem Solving TechniquesTeam Improvement Groups

(TIG)Basic - 101Basic - 101QuestionsQuestions