WCM RCA Tools

WCM Tools
Infinite Loop

Internal
5 G Principles
5Gs – Speaking (and thinking)
Japanese

Internal
The most important principle, usually
the first to be forgotten…

Get out of the office and meeting room

And go where the problem occurs!

Internal
You are a police investigator !

Take whatever evidence you have ....

 Analyze it deeply
 As a team
 List all possible conclusions or theories that the
evidence suggests. At this point you will not be
sure ...but it’s OK  identify and list your ideas and
theories.

Internal
Use data ....use deployments
...from multiple points of view in deployment
 Deploy by fault codes
 Deploy by customer
 Examine trends over time

Collect Facts – Interview and talk to people

Avoid discussion in your team meetings like “I

think” & “I guess”.

Go and Interview people who work at the spot.

Internal
Analysis Tools:

5W1H
4M
5 Why
 Analysis Tools Sequence

5W1H
Defines the
4M
problem 5 WHY
Brainstorm
Creates problem possible causes Uses most likely
statement Based on cause
assumptions Based on facts
Identifies likely Gets to root
cause cause

Internal
Internal
VJD/ 2013
Internal
Analysis Tools:

5W1H

Internal
VJD/ 2013
 5W + 1 H
What is it?
 It is basically a checklist, with a series of questions, whose
answers drive us to understand and correlate the
phenomenon to the machine, men, method, material and
environment.
A tool to find a more precise description to allow closer focus.

What is it for?
 To understand the phenomenon.

When is it used?
 At beginning of an improvement work, during the phase of
the current situation understanding.

A good understanding of the initial situation will facilitate

a lot the analysis to be done later.
Internal
VJD/2013
Internal
 The Questions 5W + 1 H
WHO ? • Check any variation between people involved in the process.
Examples -
• Who did it involve?
Man • Is there any variation between people involved in the activity, temporary or
experienced people?
• Is there any difference between the shift from morning / afternoon / night?

WHAT ? • Check any variation due to the raw material.

Examples
Material • Differences between the batches?
• Is there difference related dimension, weight, size…

WHERE ? • Check any variation due to the equipment, parts, components.

Examples
Machine • In which process and which machines the problem appears?
• Is there any difference between the diverse machines, the types of machine?
• Is there any variation related to tools, devices..?
Notice the
questions WHEN ? • Check any variation due to the time or conditions.
Examples
cannot be
Period or • The problem appears at the beginning of the shift? In the middle?
answered • Is there weather variations associated to the problems?
Seasonality
with a • Is there difference related to the season of the year?
simple - • The problem can be found after a set-up activity?
Yes or No.
WHICH ? • Check if there is any feature that shows a trend through a period of time.
Examples
Tendency • What is the trend?
• It is a certain product or Customer?
• Is it becoming stronger, more often?

HOW ? • Check how the effect happened.

Examples
•Is it very often or rare?
Status •Does it appear gradually or suddenly?
•Is it continuous or discontinuous?
•Is the interval regular or irregular?

Internal
VJD/2013
Internal
 Key Points 5W + 1 H

Do the 5W1H to broadly think about the problem

…to have a full perspective…

Do the 5W1H before you:

 Dig deep into a root cause
 Jump to the conclusion that you know the problem already !

First, think WIDE (with 5W1H) …then DEEP (e.g. with 4 M & 5
Why)

Internal
VJD/2013
Internal
Understanding the
Problem
5W + 1H
Internal
VJD/ 2013
Internal
 5W + 1H – WHO?

Who?
Who? –– Check
Check for
for variations
variations in
in people
people involved
involved

--Shift
Shiftdifference
difference??
--Training
Traininglevel?
level?
--Temporary
Temporarystaff
staffvs.
vs.normal
normalstaff
staff??

Internal
VJD/ 2013
Internal
 5W + 1H – WHAT?

What?
What? –– Check
Check for
for variations
variations due
due to
to production
production
materials
materials
--Raw
Rawmaterial
materialspecification
specification
--Production
ProductionLot
Lot
--Raw
Rawmaterial
materialcharacteristics
characteristics

Raw
Material

Internal
VJD/ 2013
Internal
 5W + 1H – WHERE?

Where?
Where? –– Check
Check for
for variations
variations due
due to
to equipment,
equipment,
fixtures,
fixtures, components
components
--Process
Process&&Machine
Machine/ /Components
Components
--Compare
Compareperformance
performancewith
withsimilar
similarmachine
machineand
and/or
/orcomponents;
components;
--Variation
Variationassociated
associatedtotojigs,
jigs,fixtures,
fixtures,etc?
etc?

Internal
VJD/ 2013
Internal
 5W + 1H – WHEN?

When?
When? –– Check
Check for
for check
check for
for time
time or
or period-related
period-related
variations
variations
--Regular
Regularor
orirregular
irregularintervals?
intervals?
--Start
Start––middle
middle––end
endofofwork
work/ /shift?
shift?
--Seasonal
Seasonaldifferences?
differences?
--IsIsthe
theproblem
problemlikely
likelytotooccur
occurafter
after
set-ups?
set-ups?

Internal
VJD/ 2013
Internal
 5W + 1H – WHICH?

Which?
Which? –– Trend
Trend related
related to
to position
position // time
time
--IsIsthe
theproblem
problembeing
beingincreasing
increasingor
ordecreasing?
decreasing?
--IsIsthe
thevariation/trend
variation/trendrelated
relatedtotothe
theposition
positionofofthe
theproblem:
problem:Left
Leftor
or
Right?
Right?/ /Front
Frontor
orback?
back?
--Regular
Regularororirregular
irregularintervals?
intervals?

Internal
VJD/ 2013
Internal
 5W + 1H – HOW?

How?
How? –– Check
Check for
for variations
variations in
in circumstances
circumstances

--Verify
Verifytemporary
temporary countermeasures?
countermeasures?
--IsIsthe
theproblem
problemincreasing
increasingor
ordecreasing?
decreasing?
--Abrupt
Abruptor orgradual
gradualappearance?
appearance?
--Intermittent
Intermittentor
ordiscontinuous
discontinuous
appearance?
appearance?

Internal
VJD/2013
Internal
 Creating a Problem Statement

 A problem statement is:

 a clear concise description of the issue(s) that need(s) to be

addressed by a problem solving team

 used to center and focus the team at the beginning

 used to keep the team on track during the effort

 used to validate that outcome solved the problem

A PROBLEM WELL STATED IS HALF SOLVED!

Internal
VJD/ 2013
Internal
Analysis Tools:

Cause & Effect

4M Analysis

Internal
VJD/ 2013
 Cause & Effect Diagram
What is it?
 A fish-bone structure
graphically representing the
relationship between an
effect (problem) and its
possible causes.

What is it for?
 To highlight, classify and relate all the possible
causes of a problem (effect)
When is it used?
 Every time you deal with a problem to explore the
causes
Internal
VJD/ 2013
Internal
 Cause & Effect – The 4 Ms (+ 2)
MACHINE
MACHINE MAN

MEASUREMEN
T METHOD
METHOD

MOTHER
NATURE

AKA “Environment”
MATERIAL
MATERIAL

Internal
VJD/ 2013
Internal
 6M Categories Defined

Categories Definition
Man Anyone involved with the process

How the process is performed and the specific requirements for doing it,
Methods
such as policies, procedures, rules, regulations and laws

Machines Any equipment, computers, tools etc. required to accomplish the job

Materials Raw materials, parts, pens, paper, etc. used to produce the final product

Measurements Data generated from the process that are used to evaluate its quality

Mother Nature The conditions, such as location, time, temperature, and culture in which
(Environment) the process operates

Internal
VJD/2013
Internal
 Principles of 4M Analysis

Remember!
 4M must be carried out in a group, using
brainstorming techniques
 The result of a good analysis is a complex
diagram
 Be creative and open when listing causes
– there are no bad ideas!

Internal
VJD/ 2013
Internal
Overview of 4M Analysis Process

• Through
Define
5W1H
Problem (be specific)

• List all
Brainstor possible
m Causes causes

• Ask what
Ask causes each
Questions effect (4Ms)

Confirm
the Cause • Genba
Exist

• The
Decide on
Causes
Likeliest you will
Cause analyse Internal
VJD/ 2013
Internal
 Brainstorming Guidelines

 Team members take turns stating one cause

 Only one input per turn!
 No “put downs”; all ideas accepted and recorded
 May “pass”

 Each cause is posted on major branch of its

corresponding category
 Or as sub-cause
 May be placed on several branches

 End session when everyone “passes”

Internal
VJD/ 2013
Internal
 Fishbone (Cause & Effect) Diagram
Example
METHODS MACHINE

METHOD SHEET SOLDERING IRON LIGHTING

TEMP SIZE
LENGTH OF TIME CLEANING PAD
TIP FIXTURE

TIP APPLICATION
WIRE STRIPPING

POORLY
SOLDERED JOINTS
TYPE OF SOLDER

SOLDER GAUGE POOR PCB STORAGE

LEAD CLEANLINESS
LACK OF TRAINING
CONTANIMATION FROM
NEW OR DIFFERENT OPERATORS BARRIER CREAMS
POOR SOLDERABILITY OF
COMP LEADS ON RECIEPT
MAN MATERIALS

Internal
VJD/ 2013
 Interpreting the Finished Diagram

4
5

 Validate each cause you have identified, it is really there

or not - “Genba” go to the spot and make sure.
 Select what you believe to be the main causes and move
them into the 5 Why. Internal
VJD/2013
Internal
Analysis Tools:

5 Why Analysis

Internal
VJD/ 2013
 5 Why Analysis
Getting to the Root Cause
Root Cause: the origin of a chain of events
leading to the problem itself

What is 5 Why analysis?

 Process to formalize all the causes / sub-causes of a problem.
 Consists of answering the question ‘WHY’ 5 times, but it can be
more or less, going increasingly in-depth
 Goal is to define effective countermeasures that will eliminate the
root cause

When is it used?
 After identifying the main cause(s) through a (4M) analysis

Internal
VJD/ 2013
Internal
 5 Why Analysis Process

Search for the real (root) cause by

Problem repeating “Why?”.

Try to find it logically by describing

Why?
1st Cause physical observations.
(BASED ON FACTS)

Why?
2nd Cause
The real (root)
Why? cause usually
3rd Cause becomes
If countermeasures are taken apparent around
at this stage, the failure this stage
mode will re-occur because Why?
the real (root) cause has not 4th Cause
been identified and
eradicated.
Why?
5th Cause

Internal
VJD/ 2013
Internal
5 Why Analysis – Example

Source: Velaction Continuous Improvement, www.velaction.com

Internal
VJD/ 2013
Principles of 5 Why Analysis

3 Fundamental Rules!

Internal
VJD/ 2013
Internal
 PUTTING OUT
FIRES
JUMPING TO NOT ENOUGH
CONCLUSIONS EVIDENCE
Typical
RUSHING THE
PROCESS
Mistakes NOT
TOUCHING

NOT INVOLVING
RELEVANT
PEOPLE

Internal
VJD/ 2013
 5 Why Analysis – When to Quit?

The analysis can be considered terminated once all

the causes at the root of the problem have been
identified. From here a series of effective
countermeasures will stem.

Internal
VJD/ 2013
Internal
Countermeasure
Ladder

Internal
VJD/ 2013
 Countermeasure Ladder
The Countermeasure ladder helps to:
- Evaluate the countermeasure related to it‘s effectivity

Conclusion:
- Higher levels at the countermeasure ladder is reflecting higher
effectivity of the countermeasure

Goal is:
- To define countermeasure with high effectivity

Internal
VJD/ 2013
Internal
 Countermeasure Ladder
► For each root cause, challenge the countermeasure by
stepping as high up the ladder as possible - the higher
you go the better the countermeasure
Level Description Example
6 Eliminate the operation Design out the need to do it

5 Eliminate the Human Element Mechanise the operation

4 Make it difficult to do it the incorrect Foolproof design – Poka Yoke

way

3 Constantly remind them ‘at a Visual Control – gauge marking,

glance’ of the correct way signage, floor markings

2 Double check that the person has Perform an audit

remembered to do it the correct way

1 Remind the person of the way to do PM Card, OPL, Discipline, Retrain

the check correctly

Internal
VJD/ 2013
Internal
 Countermeasure Ladder
Try hard to avoid !
PM assessment sheet
0 assessment.
1 recommendations. The plan is weak
2 completed and/or execution behind
3 planned. The plan is agreed to and is
4 Plan execution and actions ahead of
5 Factory is leading the way in its own
B 1st year of pillar
C 2nd year of pillar
D TPM Award excel. 1st cat./more
E TPM Consistency Award
F TPM Special Award
G WCM level
1st Assessment
PM Pillar exp ected grade
Pillar leader:
Auditor: Last update
Pillar level
PROGRESSION RESULTS
PILLAR OVERALL TEAMS, PROJECTS,
B/D (21) Planned Maintenance (28)
5S : maintenance
Maintenance Cost
PROGRESS ACTIVITIES EVOLUTION workshop
0-Maintenace performance is
0- No progress on teams, not measure based on # of
0- No progress since last 0- Maintenance workshop in 0- Maintenance expenses
projects, actions or activities Breakdown. There is not 0- Not planned in advance.
poor conditions. control is not available
since last assessment. target defined for B/D
reduction.
1- Teams started or on-going
1- Maintenance workshop
but without following good start
1- Poor execution of 1-50% B/D reduction target is 1- Planned in advance (not in clean, with walls and furniture 1- Monthly expenses control is
up practices: no master plan,
deficient support, no audit
defined for "A" lines. detail), however it is changed or in good condition. General available but results are not
or badly executed. MTBF/MDT evaluated. cancelled by planning department. organization still to be on target.
schedule. Support is
improved.
concentrated on one person.
2- General impression is: teams
2- Maintenance workshop 2- Expenses on target but
/ projects not on track and
2- Action plan is fair but not sufficient 2- MTBF ("A" lines) is higher 2- Planned in advance (not in clean and organized but still maintenance cost does not
behind schedule. Audits not
completed as per plan. Support
than 24 hours. # of zero B/D detail) and plan is respected. Task missing visual indicators, consider energy, spare parts
the plan. machines is being measured. completion is evaluated. visual solution to manage capital cost and waste due to
concentrated on few pillar
tools, parts and devices. stops.
members. Status is not updated.
3- Planned in advanced with all the
3- Status updated, some delays details (spare parts and people
3- MTBF ("A lines) higher than 3- Level 2 with visual controls
but constraints are understood allocated to tasks), using about 24 3- Expenses on target
3- Recommendations thoroughly 48 hours and more than 50% for tools, parts, technical
and there is an action plan to hours / month / line. Task including energies cost, spare
close the gaps. Audits
Breakdown reduction for "B"
completion is about 100%.
documents, files and training
parts capital cost and waste
under execution. Actions are on track. lines. # of 'zero B/D machines' material. Visual performance
completed on time. Auditors are Opportunity maint. has been use to due to stops.
is increasing indicators with clear targets.
able to coach the teams. complete pending tasks. Tracing
failures due to poor execution.
4- Level 3 but using about 20 hours
4- MTBF ("A lines) higher than / month / line. Task completion is
4- Recommendations thoroughly 4- Teams, projects, activities 4-Level 3 with tools & spare 4- Maintenance cost reducing
96 hours and MTBF ("B" about 100%. Few failures due to
planned. are progressing according to the part kits being prepared in year after year. Optimal
master plan. Audits are planned
lines) higher than 48 hours. # poor execution. Using opportunity
advance to increase maintenance cost being
of 'zero B/D machines' is maint. Deploying teams for MDT
schedule and executed properly. maintenance productivity. defined.
steadily increasing reduction for planned maintenance
tasks.
5- Level 4 but no failures due to
5- All the A/B lines with MTBF poor execution. Using opportunity 5-Level 4 Tools & spare part 5- Maintenance cost at
5- Expectations greatly exceeded. 5- All teams, projects, activities
above 192 hours. Cases of maint. Systematically deploying kits are prepared in advance. optimal level further
on track. Some exceeding
non stop lines (0 breakdowns, solution for planned maintenance Workshop become maint. improvements based on
progress. expectations.
0 short stops). with machine running and MDT technical training room. productivity teams.
reduction.
27% 3 3 1 1 1 2
49% 4 3 2 2 2 3
69% 4 4 4 3 4 3
82% 4 4 5 4 5 4
93% 4 5 5 5 5 5
100% 5 5 5 5 5 5
69% 4 4 4 3 4 3
GAP -69% 0 -1 -1 -0,5 1 -0,5
28. Jan 09 4 3 3 2,5 5 2,5
pillar need to develop a high teams 26 hours / line.
performance, I'm not saying that Verify the efficiency and
67% Make sure that you have a strong link with
core pillars. PM must be the stronger pillar at
presented team is not ok, but the
effectiveness of the execution. No
Very good workshop I'll see
D this level. We are specting to have a high
problems seems more like the restore 45 hours the spare parts management Make the link with cost pillar
basic condition, not justification, no CBM and TBM and RCM was
maintenance performace. next visit
master plan, etc. the team achieved the presented, no clear plan for the
result. preventive activities.
Internal
VJD/ 2013
Internal
 Countermeasure Ladder
Slightly better

Internal
VJD/ 2013
Internal
 Countermeasure Ladder
From here up it is much more effective!

Diesel petrol
nozzle will not
fit inside the
normal petrol Now ist up to you:
opening of a car Please give me some more Poka Yoke
Internal
VJD/ 2013
Internal
Other WCM Tools

Internal
VJD/ 2013
WCM Tools
 PM Analysis

 5COD
 FMECA
 FMEA

 OPLs
 SOPs
 Tags

 …………..

Internal
VJD/ 2013 / 46
Internal