Problem Solving

Problem solving can take many forms but, if you try problem solving without any structure, you may end up with a bigger problem.

Definition of Problem :

 Something that needs a solution.

 Can be either positive or negative.

Frequencies:

• Chronic - Ongoing and Accepted problems

• Spasmodic - Sudden change to normal process.

Problem Levels

 Level 0 - Abnormality only affecting those directly related to the process and contained.

 Level 1 - Abnormality that affects the processes ability to achieve Q,C and D.

 Level 2 - Abnormality that affects the next process and may have an impact on the final customer.

 Level 3 - Abnormality that has affected the final customer.

Analysis of Problems

 Qualitative tools

• Tools which are used to obtain and structure ideas during the problem solving cycle

Flow chart

5 why

Brainstorming

Cause & effect diagram (Ishikawa, fishbone)

 Quantitative Tools

• Tools that are used to gather and analysis numerical data during the problem solving cycle.

Checksheets

Pareto

Control charts

Histograms

Scatter diagrams

 The 5 Principles of problem solving :-

• Problem Definition

• Identify Root Cause

• Customer Protection and Countermeasure(s)

• Confirm Effectiveness of Countermeasure

• Feedback / Feed forward

The different types of problem solving

 Preventative:

• This looks at putting in place solutions prior to abnormalities occurring. Best identified during the design stage prior to transfer to manufacturing using Advanced Quality Tools.

 Pro- active:

• This looks at the current standards and by analysing data using the 7 quality control tools seeks to make kaizen improvements.

 Reactive:

• This looks at the abnormalities that have occurred and by gathering and analysing data using some of the 7 quality control tools aims to provide a customer protection and countermeasure .