Duty 6 - Corrective Measures.pptx

L4 Quality Practitioner Identify, contain and investigate non-conformances and advise on prevention of recurrance What have you done since last time? 1. Have you all continued to study your knowledge books or other sources? Does anyone want to share their choices and learning...

L4 Quality Practitioner Identify, contain and investigate non-conformances and advise on prevention of recurrance What have you done since last time? 1. Have you all continued to study your knowledge books or other sources? Does anyone want to share their choices and learning so far? 2. Has everyone uploaded their evidence worksheets from the last session? 3. Can everyone clearly document their off the job learning since the last session? Does anyone want to share any new KSB’s they have applied within their work? Activity: Updating our OTJ Log Let’s take out the Off the Job sheets and complete them to ensure they are up to date Remember to complete the log using full paragraphs, with coherent sentences Single words or incoherent writing won’t do at this level Has any of your OTJ learning also covered some of the wider learning subjects? British Values Safeguarding Equality & Diversity The Prevent Strategy L4 Quality Practitioner: Learning Journey Activity Duration Launch & enrolment 1 day Training 10 days Coaching 4 days Gateway assessments 4 days Functional skills (if required) 5 days End Point Assessment 22 weeks AS 13000 8D Problem Solving 5 8D Problem Solving 6 OBJECTIVES By the time you have completed this unit you will have an understanding of: Dealing with problems in the workplace Problem Solving techniques and their application Applying effective corrective action techniques to prevent problem recurrence Using problem solving techniques to identify and deal with other improvement opportunities  Select the Team D1 Describe the Problem D2 Implement and Verify Interim (Corrective) Actions D3 Define and Verify Root Cause D4 Identify Potential Causes 8D Flowchart SELECT LIKELY CAUSES NO Is the Potential Cause a Root Cause? YE S Identify Possible Corrective Actions Verify Corrective Actions D5 Implement Permanent Corrective Actions D6 Prevent Recurrence D7 Recognise the Team and or Individuals D8 The Global 8D Report Company Name: Title: Date Opened: 8D Ref No: Product/ Process Information Organisation information: Part Name: Part No: D Ø Emergency Response Action(s): % Effective: Date Implemented: Verification/ Validation: D1 Team (Name, Dept, Phone): D2 The Problem Statement: D3 Interim Containment Action(s): % Effective: Date Implemented: Verification/ Validation: D4 Root Cause(s) % Contribution: D5 chosen Permanent Corrective Action(s): % Effective: Verification: D6 Implemented Corrective Action(s): Date Implemented: Validation: D7 Actions to Prevent Recurrence: Date Implemented: D8 Congratulate the Team: Date Closed: Reported By: Process Flow Need Do FMEA Do control Plans Need Do Procedures Need Updating Updating? Documents Updating? ISO/QS? Yes/ No Need Yes/No Yes/No Updating? Yes/No  DEALING WITH PROBLEMS IN THE WORKPLACE Learning Outcomes: Understand the types of problems that can affect a business and the effect of unresolved problems on business performance Understand the benefits of adopting a structured approach to problem solving involving teamwork GROUP DISCUSSION What is a problem? WHAT IS A PROBLEM? The gap between actual performance and target performance when the cause is unknown. Target Examples of Gap performance measures that may benefit from Profit Problem Solving: Performance Quality Delivery Actual Cost Lead Time Safety Category INDIVIDUAL ACTIVITY Make a list of problems that you see in your work. What effect can these problems have on the business?  EFFECTS OF PROBLEMS Resolving problems at an early stage saves money! Because if we don’t :- £ £ £ COSTS GROW EFFECTS OF PROBLEMS EXAMPLE Example: An engine manufacturing plant. If at the point of assembly we identify a Crankshaft to be non-conforming: – Action - scrap it – Cost £7.00 Is this Problem solved ?? If we fit it into the engine….what could happen???  EFFECTS OF PROBLEMS If we fit the crankshaft into the engine, the following could happen: £ £ £ Engine blows Customer not Customer not happy, up at 20000 happy, will not tells all family & friends miles buy again who do not buy again Warranty cost Cost £1,000,000 £ 2500 Cost £100,000 COSTS GROW EFFECTS OF FAILING TO RESOLVE PROBLEMS Failing to resolve problems can affect: – Customer satisfaction. – Competitiveness. – Reliability. – Responsiveness & Flexibility. – Reputation. – Efficiency. – Employee effectiveness – Costs etc. And therefore profitability £££  PROBLEM SOLVING BENEFITS Protects the customer from the problem – Clear definition and understanding of the problem – Identification of the root cause – Implementation of effective countermeasures – Prevent problems from recurring “Fire fighting” – Improvement in performance measures THE KEY TO PROBLEM SOLVING It is essential to find the root cause of the problem and eliminate it. If the root cause is not identified clearly, then it is tempting to resolve the effect instead. Although the problem is temporarily “sorted” the root cause will happen again. This cycle, repeatedly resolving the effect, is known as ‘Fire fighting’. REASONS FOR A STRUCTURED APPROACH It is essential to use a structured approach to problem solving: Avoid jumping to (incorrect) cause Ensure root cause is found Easy to involve others All facts taken into account Method is repeatable Structure can be applied to any problem The process is captured and documented THE MAIN STEPS OF STRUCTURED PROBLEM SOLVING DETECTION of the Problem PROTECT The Customer DEFINITION of the Problem ANALYSIS of the Root Cause IMPLEMENTATION of Countermeasure TEAM BASED APPROACH TO PROBLEM SOLVING Problem solving can be carried out by an individual, but teams are often more effective. What is a team? “A group of individuals working together to achieve a common goal or task” SYNERGY 1+1=3 Individuals working together in a team will produce more than the sum of individuals working alone by: Communication Common aims & objectives Team spirit TEAM SKILLS MIX Need a mix of skills Facilitator Leader Process Expert Challenger Time Keeper Scribe  PROBLEM SOLVING TECHNIQUES AND THEIR APPLICATION Learning Outcomes: Understand the techniques used to help identify, contain, if necessary and resolve problems in the workplace Understand how to apply the appropriate problem solving technique to identify the root cause of a problem THE MAIN STEPS OF STRUCTURED PROBLEM SOLVING DETECTION of the Problem PROTECT The Customer DEFINITION of the Problem ANALYSIS of the Root Cause IMPLEMENTATION of Countermeasure DETECTION OF THE PROBLEM How do we detect that we have a problem? THE MAIN STEPS OF STRUCTURED PROBLEM SOLVING DETECTION of the Problem PROTECT The Customer DEFINITION of the Problem ANALYSIS of the Root Cause IMPLEMENTATION of Countermeasure PROTECT THE CUSTOMER ‘Protect The Customer’ Short Term Containment Actions could include: – Additional inspection operations – Additional machine checks – Warning lamps or buzzers – Implementation of 5S Check sheets – Visual Management to monitor and respond These are only to be used until permanent corrective action is implemented and proven. PROCESS TO IMPLEMENT AND VERIFY CONTAINMENT ACTIONS Decide if Containment Action is required. Decide what the criteria and constraints of the action are Brainstorm possible alternative corrective actions Test for feasibility against the criteria and decide on best action Develop an Action Plan and Implement Monitor effectiveness of action Document progress on the Action Plan THE MAIN STEPS OF STRUCTURED PROBLEM SOLVING DETECTION of the Problem PROTECT The Customer DEFINITION of the Problem ANALYSIS of the Root Cause IMPLEMENTATION of Countermeasure TEAM UNDERSTANDING For successful Problem Solving the team must have a “single, clearly defined effect” Consider in the definition boundaries / limit of the effect distinguishing characteristics be as precise as possible avoid jargon PROBLEM SOLVING TECHNIQUES Before we can apply problem solving techniques, we need to define the problem. Review existing data on the problem using: Tally charts Flowcharts Histogram / Pareto chart Benchmarking Process Mapping Correlation diagram Run Diagram Identify the issues surrounding the current situation. 5W 1H, Who, When, What, Where, Why, How Problem Description Sheet (Is / Is Not) MEASLES AND TALLY CHARTS Place this Mark- Wherever a dent is identified Measles Chart Tally Chart FLOWCHART Purchase Requisition Is this a regular N purchase ? Y List possible sources Is it on an Y existing contract? Obtain N quotations Was the last N supplier satisfactory? Select supplier Y Agree price Measure and terms supplier Place order performance SHAFT DIAMETER HISTOGRAM 35 30 25 20 Frequency 15 10 5 0 6.496 6.497 6.498 6.499 6.5 6.501 6.502 6.503 6.504 6.505 6.506 Diameter PARETO CHART LEVEL Analysis of unplanned down time SAMPLE SIZE PERIOD Weeks 1-12 ISSUER DATE 1 by machine 588 inclusive G.Forson 13/04/05 M/C 8 M/C 1 M/C 7 M/C 4 Others 100% 500 81% 80% 400 70% Hours down time 60% 55% 300 Percentage 207 40% 35% -- 200 119 110 87 20% 100 65 0 0% 0% M/C 8 M/C 1 M/C 7 M/C 4 Others Machine Comment 35% of unplanned down time was caused by machine 8. Action Break down unplanned down time on machine 8 by cause. BENCHMARKING Definition 1. A standard by which something can be measured or judged. 2. To measure (a rival's product, area, or process) according to specified standards in order to compare it with and improve one's own product, area or process. PROCESS MAPPING Flow Process Analysis Date : Page 1 of 2 COMPANY : SMMT Industry Forum PART NUMBER / PROCESS : Making a cup of tea. Operation Inspection Transportation Delay Storage No. PROCESS STEP Time Distance (Sec's) (M) 1 Fill kettle with water 15 2 Carry to work surface 1.8 2 3 Plug in 3 4 Wait for kettle to boil 180 5 Collect mug from cupboard 4.2 1.5 6 Select tea bag 3 7 Place tea bag in mug 1 8 Pour hot water into mug 8 9 Wait for tea to brew 120 10 Add milk or sugar as required 12.9 1 Total Number 7 1 2 Grand Total Number 10 Total Time 47.1 s 1.8 300 Total Times / Distance 348.9 s 3.5 M  CORRELATION DIAGRAM 500 400 300 Cost £ 200 100 0 1 2 3 4 5 6 7 8 Age of Car SPC / RUN CHART PROBLEM DESCRIPTION SHEET (IS / IS NOT) Problem Profile Get IS IS NOT Information on W hat Object Defect W here Seen on Object Collect and organise Seen Geograph- data to compile an accurate and complete ically W hen First seen Frequency description of the occurs problem How Detected Measured W ho Process Seen in Machine THE MAIN STEPS OF STRUCTURED PROBLEM SOLVING DETECTION of the Problem PROTECT The Customer DEFINITION of the Problem ANALYSIS of the Root Cause IMPLEMENTATION of Countermeasure PROBLEM SOLVING TECHNIQUES Use a combination of techniques to identify all potential root causes. These are some of the commonly used techniques: These are some of the commonly used techniques: 5 Why Cause and Effect Diagram (Ishikawa Diagram or Fishbone) Brainstorming 5 WHY Simply ask Why? 5 times. 1. “Why did the fuse blow?”  Too much load on the motor 2. “Why is there too much load on the motor?”  Not enough oil flow through the pump 3. “Why is there not enough oil flow?”  The filter is blocked 5 WHY CONTD Simply ask Why? 5 times. 4. “Why is the filter blocked?”  There is debris in the oil 5. “Why is there debris in the oil?”  …………………….. Root Cause = No cap on the tank! Countermeasure = Ensure Cap always on Tank (Chain , Sensor etc ) CAUSE AND EFFECT DIAGRAM This is an example of a Cause and Effect diagram, also known as a ‘Fishbone’ or ‘Ishikawa’ diagram.  Man Machine Material Effect Method Environment CAUSE AND EFFECT DIAGRAM EXAMPLE 1.Draw the diagram outline. Man Machine Material Effect Method Environment 2.Write the clearly defined effect in the effect box. 3. Brainstorm the possible causes of the problem BRAINSTORMING Rules of Brainstorming: All ideas are valid A wild or crazy idea often sparks others Do not laugh It is not a blame exercise Do not edit or criticise ideas offered Build on the ideas of others NINE DOT PUZZLE EXERCISE Without taking your pen from the paper, join up the nine dots with Four straight lines. NINE DOT PUZZLE EXERCISE - SOLUTION Start EXAMPLE: CAUSE AND EFFECT DIAGRAM (CONT.) Man Machine Material Effect Basic cause selected Method Environment 4. Write the possible causes into the relevant cause category 5. Team select most likely basic causes from the diagram 6. Test the selected basic cause against the facts The diagram should be kept as a live document of the process towards eliminating root cause. The team may have to tackle several root causes before the problem is completely eliminated ANALYSIS – EXAMPLE: 5 WHY ON LIKELY CAUSE Data Data Data Data Data MAN 5th Why 4th Why 3rd Why 2nd Why 1st Why Cause Cause Root Cause Cause Basic Cause cause selected sparks 1st Why Here the 5 Why technique is used to dig down to the root cause behind the basic cause chosen off a Cause and Effect Diagram. Substantiate each “why” step with real data to confirm. – Resolves any doubt – Justifies possible expenditure IDENTIFY AND TEST ROOT CAUSE Prove conclusively that the likely cause identified is the root cause before putting in corrective actions. State how likely cause could have resulted in effect Establish the data to prove or disprove this Create an action plan for the study Do the trial and collect the data Analyse the data Draw conclusions Can you “switch” the problem on and off at will. If the selected Cause does not eliminate the problem completely, select another likely cause and repeat. Eliminate Root Cause APPLYING EFFECTIVE CORRECTIVE ACTION TECHNIQUES TO PREVENT PROBLEM RECURRENCE Learning Outcomes: Understand how appropriate corrective actions are determined, selected and implemented to resolve problems Understand the tools and techniques used to prevent recurrence of a problem and how its success will be monitored THE MAIN STEPS OF STRUCTURED PROBLEM SOLVING DETECTION of the Problem PROTECT THE CUSTOMER DEFINITION of the Problem ANALYSIS of the Root Cause IMPLEMENTATION of Countermeasure PRIORITISE & ALLOCATE COUNTERMEASURES Identify suitable permanent countermeasures to eliminate the root cause identified If possible, one that physically prevents the root cause from recurring (Mistake Proofing) Next best, a physical system that detects the problem If a physical system is not possible, put in a simple procedural system PRIORITISE & ALLOCATE COUNTERMEASURES Where several options are available and/or team consensus is required use a structured method e.g. Decision Making using Criteria FMEA or feasibility study Document countermeasures to be implemented and create an action plan Protect the critical steps of the plan Ensure performance measures in place to monitor countermeasure effectiveness PRIORITISE & ALLOCATE COUNTERMEASURES Use a Problem Follow Up sheet to document countermeasures to be implemented COMPANY MGR COORDINATOR ISSUER PART NAME PROBLEM FOLLOW-UP PART NUMBER SHEET NO. PROBLEMS COUNTERMEASURE FOLLOW-UP RESULT DATE CAUSE RESP. PROG' ITEM SKETCH ACTION DATE RESULT DATE ORIGINATOR PERSON COUNTERMEASURE PROPOSED COUNTERMEASURE AGREED PROBLEM SOLVED REOCCURRENCE PREVENTION DECISION MAKING PROCESS 7-Step process: 1. Describe the end result 2. List the Decision Criteria (Givens and Wants) 3. Decide on the relative importance of the Wants 4. Identify the Choices 5. Compare the Choices against the decision criteria 6. Analyse the risk 7. Make the best balanced choice IMPLEMENT COUNTERMEASURES Put in the chosen countermeasures This may generate other improvement activities Integrate changes into the process to prevent recurrence e.g. Alter Standardised Work documents Update training skills matrices Add to Control Chart Alter relevant Management and Operating systems Alter Engineering Drawings Notify personnel Update action plan IMPLEMENT COUNTERMEASURES CONTROL PLAN EXAMPLE Process and tooling descriptions Specification required for Characteristic and method to measure and monitor The Key Process The Action to be taken Characteristic to be when things go wrong controlled and by and who responsible whom OP PROCESS TOOLING CHARACTERISTIC SPEC CHECK SAMP SIZE CONTROL REACTION IF NOT RESP OWNER No DESC. USED CHECKED METHOD & FREQ METHOD O.K. ALL INFORM MATERIAL TRAYS HANDLING ENGINEER ADEQUATE STILLAGE RIVETED, INSPECTION TO INSTIGATE TEAM MANUAL PROTECTION OF MHE VISUAL 100% INSPECTION BOLT CHART REPAIRS, LEADER THE PRODUCT SECURABL REMOVE STILLAGE E, OUT OF CIRCULATION NO INFORM MATERIALS DEBRIS, STILLAGE CLEANLINESS OF INSPECTION MANAGER TEAM MANUAL PGM DIRT OR VISUAL 100% CONTROL THE STILLAGE CHART CLEAN AND DRY THE LEADER WATER IN STILLAGE THE  DATA GAP CLOSED Verify Problem Solved Review monitoring system set up to check effectiveness of countermeasure Review customer feedback Review performance measure where problem identified initially e.g. a Trend graph Update action plan. DEFINITION OF FMEA FMEA: Failure Modes and Effects Analysis A systematic group of activities intended to: Recognise and evaluate the potential failure of a product/process and the effects of failure Identify actions that could eliminate or reduce the chance of the potential failure occurring Document the entire process  FAILURE MODES AND EFFECTS ANALYSIS RECORD Code/ID Number 123456 Sheet Number 25 ANALYSIS (RPN = S x O x D) ACTIONS RESULTS Potential Cause / Responsibility New Severity Occurrence Occurrence Effect(s) of Current Detection New RPN Detection Severity Item/Function Recommen- Taken New New RPN Failure Mechanism & Failure Controls ded Action Completion Mode(s) of Failure Date Circuit Block Output loss Receiver & 5 C1 short 1 PR-20 & HW- 2 10 QA Process 20- Fred Smith Added to 2 1 1 2 4.1.1 from pre-amp. output data 5 6 12.06.03 control plan loss; CPS shut-down  USING PROBLEM SOLVING TECHNIQUES TO IDENTIFY AND DEAL WITH OTHER IMPROVEMENT OPPORTUNITIES Learning Outcomes: – Understand how to capture improvement opportunities and the actions needed to carry out the improvement activity – Understand how effective problem recognition and solving can be used to identify and deal with other improvement opportunities REPORTING AND CLOSING THE LOOP Why is this important? Helps everybody involved understand the problem and the actions taken. Feedback gives us a status report. Is it complete / successful? It also provides important information we might want to share with similar processes and products. Provides data for ongoing analysis. REPORTING AND CLOSING THE LOOP Review and Recognition: Confirm success Motivate Generate enthusiasm IMPLEMENTATION – ROLL OUT Record results and lessons learned. Hold review meetings Create case study summary Identify roll out potential across other processes Display and communicate progress and success Problem-solving board Formal presentations to management team Acknowledge value and significance of team result Ongoing progress monitors highlighting improving trends in performance measures and ongoing actions completed IMPLEMENTATION – ROLL OUT EXAMPLE: PROBLEM SOLVING BOARD  SUMMARY This unit has covered: Dealing with problems in the workplace Problem techniques and their application Applying effective corrective action techniques to prevent problem recurrence Using problem solving techniques to identify and deal with other improvement opportunities Any questions?