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Comprehensive Approach to Problem-Solving and Improvement in Production System Design

This document outlines a structured methodology for problem-solving and continuous improvement in production system design. It incorporates tools like the Ishikawa (Fishbone) diagram, 4W’s and 1H framework, and Gantt charts to investigate root causes systematically. By collecting data, analyzing causal factors, and implementing targeted solutions, teams can address issues effectively. The importance of documentation, training, and ongoing monitoring ensures permanent solutions are established. This process emphasizes customer focus and encourages collaboration among affected stakeholders for sustained improvement.

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Comprehensive Approach to Problem-Solving and Improvement in Production System Design

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  1. Lab #2: Problem-Solving and Improvement MG/IE 3400 – Production System Design

  2. CONFIRM RESULTS ROOT CAUSE THEME DATA SOLUTION REFLECT STANDARDIZE Yes Ishakawa Diagram Strengths Weaknesses (a.k.a. Fishbone or 1 Cause & Effect) Who What When Where How ¦ 4 W's & 1H Chart 2 24 100% 24 150% 3 Root Cause 4 Who What When Where How 20 20 80% 120% 5 ¦ High Level Flow Chart 16 16 60% 100% 6 12 12 7 40% 70% Why 8 8 Inputs Process Outputs 20% 40% Countermeasures *** 4 4 is "Fat 0 0% 0 0% Rabbit" Happening? 100% 24 ¦ Run Chart 20 80% Next Problem 16 Selection 60% 12 40% 8 Detail Flow Chart 20% 4 Gantt Chart 0% of Process 0 Weakness Item 1 2 Plan 3 Time v. 4 Time Actual 5 6 7 7-Step Process 1 2 3 4 5 6 7 No STEP OBJECTIVE Describe the Problem Get the Facts Brainstorm Plan Solution to Did Experiment Work? • Standardize The New Process Across all Like Processes • Identify Strengths/Weaknesses of the 7-Step Process Used • • • • • Address Root Cause • Construct comparative Paretos for all levels analyzed in Step 2 • Confirm results with the customer and those who use the process • Assess positive and negative side effects • Show run chart over time with milestones noted • One complete sentence • Collect your own data • Ask why 5 times • Run experiment • Document the process • Train people involved • Monitor the results • Communicate the new standard • How can the team be sure the fix will stick? • Maintain the gain. • Summarize lessons learned • Summarize achievements • Identify next spin/project • Show schedule for spin • Customer focused • Go to the site • Involve experts • Establish schedule for key actions • Supports • Seek multiple variables company/dept. goals • Involve affected • Construct Paretos • Stratify/cut data in many ways •Look for the “Fat Rabbit” individuals • Weakness oriented • Appropriate level • Measurable • Provide problem overview/magnitude STANDARD TOOLS Checksheet 4 W's & 1H & 1C = Check Before and After Pareto Pareto Charts Old Flow Chart vs. New Flow Chart Positive/Negative Fat Rabbit Side Effects Time Line of Experiment Run Chart Run Chart (Monitor) Solution Implemented Fat Rabbit No fat rabbit: inconclusive Time FOLLOW THE LOGIC CHAIN 7-Step Process Flowchart

  3. CONFIRM RESULTS ROOT CAUSE THEME DATA SOLUTION REFLECT STANDARDIZE Yes TimeWise Improvement Act Plan Check Do Today Next Week Two Weeks

  4. 1. Theme Selection • Identify the problem team will address • prioritize to identify the most important problem • address one of five ‘evils’: defects, delays, mistakes, waste, and accidents • A good theme is: • measurable • customer-focused • action-oriented, focused in weakness • does not state causes or solutions

  5. 2. Data Collection and Analysis • Investigate the problem from different viewpoints, establish benchmarks • What factors influence the problem? • Checksheets for data collection • Fishbone diagram • Pareto diagram

  6. Data from TimeWise

  7. TimeWise: Quality Problems

  8. 3. Causal Analysis • Talk to people closest to the work to discover the ‘real’ problem • Fishbone diagrams to explore causes more deeply (‘drill down’ to greater levels of detail) • Why, why, why, why, why … until you have a root cause, based on data

  9. 4. Solution Planning • What solutions exist that prevent the recurrence of the root cause? • Advantages • Disadvantages, impact on other processes • Run experiments • How will results be measured?

  10. Process Analysis • Calculate coefficient of variation for each major step in the process CV = std dev/mean Low variability: CV <0.75 Moderate variability: 0.75 < CV <1.33 High variablity: CV >1.33

  11. Process Analysis, cont… • What is capacity? Capacity is determined by the bottleneck operation(s). How can you estimate it? • Calculate TAKT Time • Analyze assembly operations • What are sub-elements? • Are they necessary? • How long do they take?

  12. Example Desired production rate = 200/day. Assume 8 hours/day

  13. Positional Weights Time Ready Station Task Time so Far Tasks

  14. Balance Delay D D = [k* C - ti ] / k* C where C = cycle time k* = number of stations ti = time for task i

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