Problem Solving

Practical Problem Solving

Agenda
• What Is Practical Problem Solving ?
– Expectations/Benefits
– Target audience/Roles and responsibilities
– Purpose/Definition/Guiding principles
– “What is a problem?”

Agenda (cont’d)
• Practical Problem Solving Process
– Problem description
– Problem definition
– Short-term countermeasure
– Locate point of cause
– Root cause analysis
– Long-term countermeasure
– Standardization
• Knowledge review/evaluation

Why Support and Encourage Problem Solving?
Problem = Improvement
Solving

Purpose (What)
• Improve the problem-solving skills employees by
creating a simple and standard approach for
solving problems at the workplace.
• Ensure problem solving is shop floor-driven and
properly supported.
• Involve everyone in the organization in the
problem-solving process.
• Internalize a process to be applied when there is
a discrepancy between the standard or expected
performance and the actual performance.
Expectations
• At the completion of this class, you will be able to :
– Clearly describe a problem
– Understand and use the Practical Problem Solving Process
– Identify the root cause of a problem
– Understand the difference between short-term and long-term
countermeasures
– Utilize the Practical Problem Report to analyze a problem,
document countermeasures, and track countermeasures to
completion

Target Audience (Who)
• Operators
• Team leaders
• Supervisors
• Area managers
• Center managers
• Plant managers
• Corporate leadership
• Union leadership

Roles and Responsibilities for Problem Solving
Team Leader
Leadership
Supervisor
Plant Staff
Engineers
Operator
Manager
Manager
Manager
Center
Union
Plant
Area
Tasks
Provide proper support and

resources to encourage problem
solving activities & root cause
elimination
Participate in problem solving
Lead and follow-up on problem

solving within a team

solving within a zone

solving across zones

solving within a department

solving across departments

What Is a Problem ?
“A Problem is a discrepancy between an existing standard or expectation and the
present or actual condition.”
Actual condition
deviation
standard
specification
Actual condition Actual condition
specification
standard

Types of Problems
Gradual
Change
Degradation
Standard
performance
Sudden Change
Actual
Standard performance
performance
Recurring
Change Change Change Change
Degradation
Standard
Standard performance Change
performance
Actual
performance

Management's Traditional Reactions to Problems
yes DOES THE no

DARN THING
WORK
DON’T MESS
WITH IT yes DID YOU
MESS WITH IT
no DOES
ANYBODY
FOUL-UPS
HAPPEN
KNOW
yes yes WILL YOU no

CATCH HECK
HIDE IT YOU’RE IN
TROUBLE no
DUMP IT
CAN YOU
BLAME
ANYBODY ELSE
NO PROBLEM

Problem-Solving Comparison
Practical Problem Solving (PPS) allows a concentrated effort toward root cause identification
and countermeasure implementation.
Concentration Brain Problem Problem Analysis Develop Implement

Scope / Focus Storm Description Definition Solution Solution
Problem Description
• Knowledge Driven
• Multi Dimensional
and Definition
• Focused Problem
Description and
• Data Driven
Definition
Point of
Cause

PPS Can Effectively Leverage Resources
Problem Solving
Expertise/Knowledge
Consultants
Problem Solving
“Gurus”
Managers
Process
Supervisors Expertise/Knowledge
Team Members

Definition
• Practical Problem Solving (PPS) is a simple, quick and
efficient method of reaching the root cause of a problem
thus leading to countermeasure implementation to prevent
re-occurring issues.
• PPS allows the users to conduct problem solving on the
shop floor, at the work station, by or with the people directly
involved or impacted by the problem.

Guiding Principles
(How)
• Everyone is responsible for problem solving.
• PPS is a daily way of life on the shop floor.
• PPS is supported, taught, and facilitated by the appropriate
level of leadership.
• Surfacing problems is encouraged and supported.
• Conduct problem solving through the people closest to the
actual problem.

Guiding Principles
(How)
• Necessary resources are provided to conduct effective
problem solving (time, material, training).
• A sense of urgency for implementing short-term and long-
term countermeasures is evident.
• PPS process is tracked to ensure completion and
validation of long-term countermeasures and the removal
of short-term actions.
• Problem solving documentation is easy to manage and
maintain.

Benefits of Practical Problem Solving
(Why)
• Quickly identifies the point of cause for optimal containment
location and analysis starting point
• Emphasis on countermeasure implementation
• Involves the people closest to the issue
• Standardizes a method for resolving problems on the shop floor
• Fosters a culture in which everyone is a strong problem solver
• Applies to all types of problems (Examples: Safety, quality,

throughput, cost, productivity, morale)

Practical Problem Solving Utilization
(When)
When should we use the Practical Problem Solving Process
and Report?
• A part of the QAT (Quality Action Team), TAT (Throughput
Action Team), or PAT (Productivity Action Team) processes
• All “1A” issues found in CSA
• When working on Top 10 CSA issues, Top 10 DRL issues, or
Top 10 Verification Station issues in the area
• For problem solving throughput bottlenecks, process
improvements, and tracking implementation
• For optimization of work stations
• Other criteria determined by plant management
Practical Problem Solving Report
Quality Practical Problem Solving Report Author: Title :
Report No: Date:
1 / 2 / 3 / All Root cause Analysis (enter each of the 1st why from the fish bone diagram)
Shift
Problem Description: Sketch: Why?
why ?
why?
why?
why?
Problem Definition: Where was the defect found ?

Root Cause :
Standard : Point of Cause (where problem is first

Deviation : observed) :
Problem since:
How often : (vh / shift)
Containment (Short term C/M, Band-Aid) Who Date Follow-up Long-Term C/M Who Date Follow-up
Direct Cause Analysis: Similar Areas where this might Apply

(1) Indicate possible causes, (2) Circle most likely causes
man machine Follow-up & Evaluation
Issue Resolved: Issue Not Resolved : (state further follow-up

C/M standardized (y / n) activities)
C/M Documented (y / n)
method material Signatures

Test direct  ? cross out
Cuase True Cause Possible Cause Not a Cause
Problem Identified Countermeasure Proposed Countermeasure Agreed (st/lt) Countermeasure Implemented

(7 steps process overview)
Discrepancies
1. Problem Description
2. Problem Definition
3. Point of Cause
4. Short-term
Countermeasure
Fishbone
Direct Cause
Why?
Why? 5. Root Cause
Why? Analysis
Why?
Why?
Root Cause
6. Long-term Countermeasure
7. Follow-up
Practical Problem Solving Report
Quality Practical Problem Solving Report Author: Title :
Report No: Date:
1 / 2 / 3 / All Root cause Analysis (enter each of the 1st why from the fish bone diagram)
Shift
Problem Description: Sketch: Why?
why ?
1. Problem description why?
5. Cause effect analysis
why?
why?
Problem Definition: Where was the defect found ?

Root Cause :
2. Problem definition 3. Point of cause
Standard : Point of Cause (where problem is first
Deviation : observed) :
Problem since:
How often : (vh / shift)
Containment (Short term C/M, Band-Aid) Who Date Follow-up Long-Term C/M Who Date Follow-up
4. Containment / short term action 6. Long-term Countermeasure
Direct Cause Analysis: Similar Areas where this might Apply

man machine Follow-up & Evaluation
5. Cause effect analysis Issue Resolved:

7. Follow-up
C/M standardized (y / n)
Issue Not Resolved : (state further follow-up
activities)and check

Problem Identified Countermeasure Proposed Countermeasure Agreed (st/lt) Countermeasure Implemented

(Step 1: Problem Description)
• Formulating a clear, concise
statement of the problem is the 3% increase in SCRATCHES found on
vehicle at Final Inspection
first step in the problem-solving
process.
• The statement describes in Left Roof Trunk
Right Hood
general terms the current status
or situation.
• During this first step, break the
large problem into smaller, more
specific problems.
• If you can’t describe it, you can’t
solve it !

first step in the problem-solving vehicle at Final Inspection
process.
• The statement describes in Left Roof Trunk
general terms the current status or Right Hood
situation.
• During this first step, break the
Frt RR Qtr
large problem into smaller, more Door Door
Fender
Pnl
specific problems.
solve it !

vehicle at Final Inspection
first step in the problem-solving
process.
Trunk
• The statement describes in Left Roof
Right Hood
general terms the current status
or situation.
Qtr
• During this first step, break the Frt RR Pnl
Fender
large problem into smaller, more Door Door
specific problems.
80% Window 5 % Side
solve it ! Frame Pnl
15% Door
Handle

• When writing a problem statement:
– Do not jump to solution or assume root cause!
– “Speak with data” by quantifying problems to

the best extent possible (facts only).
– Use as few words as possible and avoid

complex or ambiguous wording.

Which is the most accurate statement?
1. “The chicken was

killed because it
wanted to cross the
road.”
2. “One dead chicken

was found on the
road.”
3. “The chicken was hit

by a car and died.”

What’s the appropriate
problem description?

2002 DR
What’s the appropriate

problem description?
Location : left aperture

Example: Quality PPS Report

(Step 2: Problem Definition)
• Clearly describes the deviation
between the expected and actual Window Frame Scratches
25
results.
20
• The problem definition should
contain: 15
– The standard or target 10
– The deviation 5
– The actual situation
0
– The time period wk 1 wk 2 wk 3 wk 4 wk 5 wk 6


(Step 3: Locate Point of Cause)
• The point of cause (PoC) is simply the
physical location where the problem is first
seen.
• For example, it is necessary to track back
along the assembly line, checking each
work station, until we arrive at the station
where we no longer see the problem.
• Once the PoC is located, identify the “Direct
Cause” at this location.
(Step 3: Locate Point of Cause)
Point of Cause (PoC)
No damage @
before Front seat
Scuffed / install
Damaged Cup
Defect was found here
Holder @ after
Front seat install
Scuffed /
Damaged Cup
Holder @ start of
Scuffed / final
Damaged Cup
Holder @ CSA


(Step 4: Short-Term Countermeasure)
• A temporary solution to stop or contain the
problem. Short-term countermeasures can add
necessary extra work to the process.
( + $ / + / +  )
• Once a problem is identified, immediately
implement a temporary containment action.
• Its purpose is to contain the problem, not
necessarily solve it.

(Step 4: Short-Term Containment)
• Select the optimal containment base on the following criteria:
– Simplicity
– Minimal modification to current process
– Time to implement
• Rate the options per each criteria (1~10; 10 = best) relative to each other
• Add the scores up for each option; select the highest scored option
Option 1 Option 2 Option 3

Simplicity 10 8 7 Rate each
option
Modification 9 10 5
relative to
Time 10 9 7 each other
29 27 17 for each
Sum the score criteria
and select the
option with the
highest score

(Step 4: Short-Term Containment)
Which is the better short-term countermeasure?
OPTION #1 OPTION #2 OPTION #3

Start 100% Install camera in Inform dealership
inspection at the station to verify to be on the look-
station and at the switch is not out for shy switch
the end of zone missing
Simplicity
Modification
Time
compute
0 0 0

why?
why?
Problem Definition:
Practical Problem SolvingPoint of Cause (where problem is first
Standard :
(Step 4: Short-Term Containment) observed) : Root Cause :
Deviation : Problem
Problem since:
How often : (vh / shift) Identified
Containment (Short term C/M, Band-Aid) Who Date Follow-up Long-Term C/M
Mr. Moon
C/M
100% inspection
Proposed
C/M
Agreed
Direct Cause Analysis: C/M

Similar Areas where this might Apply
man machine Completed
Follow-up & Evaluation
Issue Resolved: Issue Not

C/M standardized (y / n) up activit
Track Countermeasure to Completion



Direct Cause
(Can You See It ?)
NO
YES • Identify
probable
Fishbone causes:
1)………………...
2)………………...
3)………………...
• Test and verify
5-Why
• Prioritize
Don’t Form a
See the Snake Kill the Snake
Snake Committee

(Step 5: Cause Effect Analysis)
Use “fishbone” to
identify all possible
causes and relations.
WHY
Use 5-Why to fully WHY
explore the most likely WHY
possible cause(s). WHY
WHY

How can the fishbone be used:
method man
• A fish with lots of bones (deep dive)
 Detail discovery of possible causes under
problem each category
machine material
Explore the problem under 4 categories:

• Method (how the work was done) • A fish with few bones (wide coverage)
• Man (human infrastructure)  Identify all possibilities
• Machine (what equipment was used)

• Material (what components/sub-components
were used in assembly)

• Once the point of cause is identified, we can determine
the “direct cause,” the action that resulted in the
discrepancy.
• Fully explore the most likely cause by repeatedly asking
“why?” Then connect the answers to lead you to the root
cause of the problem.
• Continue asking “why” to get to the root cause.
• At each step, ask why the problem exists and identify a
clear answer.

Practical Problem Solving (cont’d)
• Test your answer by confirming that its absence or
opposite would solve the problem.
Example: The front fender of Mom’s car is dented.

Why? Dad drove the car into a parking meter.
Test: If Dad hadn’t driven into a parking meter, would the

fender be dented?
No. This answers the previous why.

An Example of 5–Why Cause Investigation
Welding robot stops in the middle of its operation.
Why did the robot stop?
A fuse in the robot has blown.
Why is the fuse blown?
Circuit is overloaded.
Why is the circuit overloaded?
The bearings have damaged one another and locked up.
Why have the bearings damaged one another?
There was insufficient lubrication on the bearings.
Why was there insufficient lubrication on the bearings?
Oil pump on robot is not circulating sufficient oil.
Why is the pump not circulating sufficient oil?
Pump intake is clogged with metal shavings.
Why is the intake clogged with metal shavings?

An Example of 5—Why Cause Investigation
Welding robot stops in the middle of its operation.
Why did the robot stop?
A fuse in the robot has blown.
Why is the fuse blown?
Circuit overloaded.
Why is the circuit overloaded?
The bearings have damaged one another and locked up.
Why have the bearings damaged one another?
There was insufficient lubrication on the bearings.
Why was there insufficient lubrication on the bearings?
Oil pump on robot is not circulating sufficient oil.
Why is the pump not circulating sufficient oil?
Pump intake is clogged with metal shavings.
Why is the intake clogged with metal shavings?
No filter on pump intake (as designed)

Know when to stop with your whying
Why Why Why Why Why Why Why
Why: The intake clogged with metal shaving.

Why: The pump intake has no filter.
Why: Was not part of the design.
Why: ………..
Why: ……………………..


(Step 6: Long-Term Countermeasure)
• The permanent solution that will prevent the
problem from occurring in the future.
• In contrast to short-term solutions or
containment, addresses the “root cause.”
• In most cases, will remove any extra work
added by short-term solutions or
containment.

(Step 6: Long-Term Countermeasure)
• Select the optimal countermeasure base on the following criteria:
– Effectiveness
– Time to implement
– Cost
• Rate the options per each criteria (1~10; 10 = best) relative to each other
• Add the scores up for each option; select the highest scored option
Option 1 Option 2 Option 3

Rate each
Effectiveness 10 8 7 option
Time 9 10 5 relative to
cost 10 9 7 each other
for each
29 27 17 criteria
Sum the score
and select the
option with the
highest score

(Step 7: Follow-Up and Check)
• Implement the
countermeasure.
• At the time of implementation,
decide when follow-up will take
place.
• Determine who will follow up
and check how the
countermeasure is working.
Make sure everyone is using
the new countermeasure.
• Once the countermeasure is Standardize the process
confirmed, ensure that it is Implement
standardized as the common
Check the result
process or method.


Summary
• The Practical Problem Solving Process has seven steps:
– Problem Description
– Problem Definition
– Short-Term Solution or Containment
– Locate the Point of Cause
– Cause Effect Analysis
– Long-Term Countermeasures
– Follow-Up and Check
• Practical Problem Solving involves the people that are directly
involved or impacted by the problem.
• Practical Problem Solving activities are geared toward solving the
root cause of problems.

Appendix: Knowledge Review
1. Practical Problem Solving involves how many basic steps?
A) 2
B) 7
C) One too many
2. Problem Solving is completed once you:
A) Find who to blame.
B) Install the necessary containment.
C) Follow up and confirm that a long-term countermeasure is effective.
3. Practical Problem Solving is documented by:
A) Telling your boss you fixed it.
B) Charting how many problems you found.
C) Filling out a Practical Problem Solving Report.

Appendix: Knowledge Review
4. A problem is:
A) A pain in the neck.
B) Something that doesn’t seem right.
C) A discrepancy between a standard, target, or expectation and the actual
situation.
5. “Yard Purge” is considered as a permanent countermeasure to catch the defects.
 True
 False
6. The problem statement should contain assumptions to help narrow down the issue.
 True
 False
7. The “Point of Cause” is:
A) Where the defect was first observed.
B) BIW
C) CSA

Appendix: Compliance Checklist
 The Practical Problem Solving Report is complete and
all the steps have been followed.
 Operators at the station (or in the area) are aware that a
problem existed.
 Operators at the station (or in the area) are aware that
the problem is fixed.
 Operators at the station (or in the area) participated in
the problem-solving process.
 Verify and check the effectiveness of the long-term
solution.

Problem Solving

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Problem Solving

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Practical Problem Solving

Practical Problem Solving

Practical Problem Solving

Practical Problem Solving

Practical Problem Solving

Practical Problem Solving

Practical Problem Solving

Provide proper support and

Lead and follow-up on problem

Lead and follow-up on problem

Lead and follow-up on problem

Lead and follow-up on problem

Lead and follow-up on problem

Practical Problem Solving

Actual condition Actual condition

Practical Problem Solving

Practical Problem Solving

yes DOES THE no

yes yes WILL YOU no

Practical Problem Solving

Concentration Brain Problem Problem Analysis Develop Implement

Practical Problem Solving

Practical Problem Solving

Practical Problem Solving

Practical Problem Solving

Practical Problem Solving

• Emphasis on countermeasure implementation

• Involves the people closest to the issue

• Standardizes a method for resolving problems on the shop floor

• Fosters a culture in which everyone is a strong problem solver

• Applies to all types of problems (Examples: Safety, quality,

Practical Problem Solving

Problem Definition: Where was the defect found ?

Standard : Point of Cause (where problem is first

Direct Cause Analysis: Similar Areas where this might Apply

Issue Resolved: Issue Not Resolved : (state further follow-up

method material Signatures

Problem Identified Countermeasure Proposed Countermeasure Agreed (st/lt) Countermeasure Implemented

Practical Problem Solving

Problem Definition: Where was the defect found ?

4. Containment / short term action 6. Long-term Countermeasure

Direct Cause Analysis: Similar Areas where this might Apply

5. Cause effect analysis Issue Resolved:

method material Signatures

Problem Identified Countermeasure Proposed Countermeasure Agreed (st/lt) Countermeasure Implemented

Practical Problem Solving

Practical Problem Solving

Practical Problem Solving

– Do not jump to solution or assume root cause!

– “Speak with data” by quantifying problems to

– Use as few words as possible and avoid

Practical Problem Solving

1. “The chicken was

2. “One dead chicken

3. “The chicken was hit

Practical Problem Solving

Practical Problem Solving

What’s the appropriate

Location : left aperture

Practical Problem Solving

Practical Problem Solving

– The standard or target 10