What's Your Problem? Identifying and Solving the Five Types of Process Problems

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ISBN 9781466552692
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Features

  • Argues that there are only five types of process problems
  • Shows how to maximize ROI for Lean Six Sigma initiatives
  • Explains how to reduce start-to-finish improvement/project time
  • Applies Lean and Six Sigma principles to learning and teaching process improvement

Summary

Typically, root cause analysis is taught by explaining a variety of tools that require users to gain considerable experience before being able to apply them correctly in the proper settings. What's Your Problem? Identifying and Solving the Five Types of Process Problems simplifies process problem solving and outlines specific techniques to help you identify the various types of process problems and solve them effectively and efficiently.

Arguing that there are only five types of process problems, the book explains that the Six Sigma methodology—define, measure, analyze, improve, control (DMAIC)—can be vastly simplified for learning, applying, teaching, and mentoring. It identifies the five types of process problems and describes how to solve them using a three-step procedure:

  • Identify the type of problem
  • Find the root cause
  • Address the root cause

Describing how to maximize ROI for Lean Six Sigma initiatives, the book:

  • Facilitates the application of Lean and Six Sigma principles to both self-learning and teaching others process improvement
  • Presents time-tested methods to help you reduce start-to-finish improvement/project times
  • Identifies techniques that can shorten the time it takes to complete projects, reduce documentation of projects, and increase overall understanding of your projects

Outlining proven approaches for seamlessly integrating Lean and Six Sigma methodologies with learning and teaching process improvement, the book will help to improve your courses so that participants acquire essential skills quicker and at lower costs. For the self-initiated, this book will get you identifying and solving the two most common process problems within hours, rather than days or weeks.

Table of Contents

SINGLE UNIT PROCESS IMPROVEMENT
Principle
Learning

Delay-Caused Defect
How to Identify Delay-Caused Defects
How to Find Root Causes of Delay-Caused Defects
     Delay Due to Flow Stopping
     Delay Due to Rework
     Delay Due to Nonvalue-Added Actions
     Delay Due to Slow Value-Added Actions
How to Address Delay-Caused Defects
     How to Address Delay Due to Flow Stopping
     How to Solve Delay Due to Rework
     How to Address Delay Due to Nonvalue-Added Actions
     How to Address Delay Due to Slow Value-Added Actions
Delay Example 1
     1) Identify Delay-Caused Defect
     2) Find Delay Root Causes
     3) Address Delays
Delay Example 2
     1) Identify Delay-Caused Defect
     2) Find Delay Root Causes
     3) Address Delays
Delay Example 3
     1) Identify Delay-Caused Defect
     2) Find Delay Root Causes
     3) Address Delays
Control to Sustain Performance
What You Can Do Now
Endnotes

Error-Caused Defect
How to Identify Error-Caused Defects
How to Find Root Causes of Error-Caused Defects
How to Address Error-Caused Defects
Error-Caused Defect Example 1
     1) Identify Error Defect
     2) Find Error Root Cause
     3) Address Error
Error-Caused Defect Example 2
     1) Identify Error Defect
     2) Find Error Root Cause
     3) Address Error
What You Can Do Now

Suboptimality-Caused Defect
How to Identify Suboptimality-Caused Defects
How to Find Root Causes of Suboptimality-Caused Defects
     Design of Experiment (DOE)
     Data Collection
     Data Analysis
How to Address Suboptimality-Caused Defects
Suboptimality Example
     1) Identify Suboptimality-Caused Defect
     2) Find Suboptimality Root Causes
     3) Address Suboptimality
What You Can Do Now
Endnotes

Unpredictability-Caused Defect
How to Identify Unpredictability-Caused Defects
How to Find Root Causes of Unpredictability-Caused Defects
How to Address Unpredictability-Caused Defects
Unpredictability Example
     1) Identify Unpredictability-Caused Defect
     2) Find Unpredictability Root Causes
          Prediction Model
     3) Addressing Unpredictability
What You Can Do Now

Personal Reason-Caused Defect
How to Identify Personal Reason-Caused Defects
How to Find Root Causes of Personal Reason-Caused Defects
How to Address Personal Reason-Caused Defects
Personal Reason Example 1
     1) Identify Personal Reason Defect
     2) Find Personal Reason Root Cause
     3) Address Personal Reason Root Cause
Personal Reason Example 2
     1) Identify Personal Reason Defect
     2) Find Personal Reason Root Cause
     3) Address Personal Reason Root Cause
What You Can Do Now

MULTIPLE UNIT PROCESS IMPROVEMENT
Principle
Leveling
     Chronic Problems
Critical Thinking
     Informative Decision Making
     Critical Thinking Questions
     Information
     Tools
          Example
Summary

How Do I Know I Have a Process Performance Problem?
Requirement: Identifying Value
Current (Baseline) Process Performance
     Random Sampling
     Process Capability
Desired Process Performance
The Gap
Worthiness of Closing the Gap
     Prioritization
Summary
Endnotes

How to Know the Root Cause
Problem Type: Classifying Potential Problems
Causal Relationships by Problem Type
Evidence Confirming the Relationship between Cause and Process Performance
     Delay
     Error
     Suboptimal Setting
          Correlation
          Causation
          Optimization
     Unpredictability
     Personal Reason
Measurement Error
Summary
Endnotes

How Does the Proposed Solution Work?
Process Change to Close the Gap
     Process Changes with Mistake-Proofing to Address Root Cause
Process Changes with Controls to Sustain Improved Performance
Summary

How to Know When to Improve Again
Defect Occurs
Change in Process Performance
Change in Stability
Summary
Endnotes

Designing Processes
Principle
Methodology
How Do I Know I Have a Process Performance Problem?
How Do I Know the Root Cause?
How Do I Know I Have a Sustainable Solution?
How Do I Know When I Can Improve Again?

TEACHING PROBLEM SOLVING
Principle
Learning Theories
Purpose of Teaching
     Course Structure for Optimal Learning
     Empirically Based Teaching Philosophy
Course Structure
Curricula
     Suboptimality and Unpredictability Courses
     Personal Reason Course
Summary
Endnotes

Three-Step Procedure Lessons
Lesson 1: Five Process Problems
Lesson 2: Requirements
Lesson 3: Delays
Lesson 4: Errors
Lesson 5: Suboptimality
Lesson 6: Unpredictability
Lesson 7: Personal Reason

Critical Thinking Lessons
Lesson 8: Critical Thinking
Lesson 9: Delays
Lesson 10: Errors
Lesson 11: Suboptimality
Lesson 12: Unpredictability
Lesson 13: Personal Reason
Lesson 14: Design

Mentoring
Preparation
Approach
Summary
Recap

Index

Author Bio(s)