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4 Types of Problems: UK LEA Lean Learning Session

This document outlines 4 types of problem situations: 1) Type 1 problems involve troubleshooting rapid issues through the 4 C's approach. 2) Type 2 problems involve identifying gaps from standards through investigation and defining countermeasures. 3) Type 3 problems focus on achieving a target future state through kaizen methods like SMED. 4) Type 4 problems involve innovation and vision through approaches like Doblin's 10 types of innovation. The document uses a Benkei vs Baka analogy to distinguish between experts who know many approaches versus those who only know one.

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Tri Nguyen
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127 views31 pages

4 Types of Problems: UK LEA Lean Learning Session

This document outlines 4 types of problem situations: 1) Type 1 problems involve troubleshooting rapid issues through the 4 C's approach. 2) Type 2 problems involve identifying gaps from standards through investigation and defining countermeasures. 3) Type 3 problems focus on achieving a target future state through kaizen methods like SMED. 4) Type 4 problems involve innovation and vision through approaches like Doblin's 10 types of innovation. The document uses a Benkei vs Baka analogy to distinguish between experts who know many approaches versus those who only know one.

Uploaded by

Tri Nguyen
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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2016 UK LEA Lean Learning Session

4 Types of Problems

Art Smalley
President
Art of Lean, Inc.
Keynote Outline

• Background
• 4 Types of Problem Situations
• Type 1 – Troubleshooting
• Type 2 – Gap from Standard
• Type 3 – Target State
• Type 4 – Innovation
• Summary
Background - Lean / Toyota

Toyota Kamigo Kamigo Taiichi


Overhead Entrance Ohno

Precision & Machine Lower Volume & High Volume &


Intensive Higher Mix Lower Mix
Other Background - Work

www.artoflean.com
4 Types of Problem Situations
Type 1 – Troubleshooting

Condition based trigger


Either human or machine
Andon Response Example

1. Automated process cycling 2. Mechanical probe detects broken


normally cutting tool and stops the machine

3. Probe signals an “andon” board 4. The operator immediately takes


for visual display corrective action and confirms good
products to the following process
4 C’s Thinking

Minimal (if any) documentation involved. No A3’s.


Mainly discussion, thinking, rapid action & follow up.
Type 1 – Troubleshooting

Rapid Problem Solving


• Concern
• Cause
• Countermeasure
• Check

Time & quantity


based triggers
Reviewed hourly by
supervisor
Toyota Supervisor Image

Rapid response to problems and “All Mighty” Supervisor Image


abnormal conditions by production 1. Safety
-Team Member 2. Job Ability
-Team Leader 3. Team Leadership
-Group Leader 4. Kaizen Skills / Problem Solving
-Manager 5. Technical Knowledge
-Plant Manager 6. Human Relations
4 Types of Problem Situations
Type 2 – Gap from Standard
Problem Investigation
TPS TPS
D. Coaching Investigation Sequence
1. Measure actual dimensional extent of problem
A. Immediate 2. Look for obvious contamination or abnormalities
abnormality 3. True and re-dress grinding wheel and observe status
signal 4. Check actual grinding wheel (check “pores”)
5. Confirm actual (not theoretical) stock removal
6. Send part to QC Mat’l lab for hardness and HT depth check
7. Check actual cutting conditions
• Wheel RPM
• Feed Rate, Depth of Cut, etc.
B. Go to • SFPM
actual
TPS 8. Confirm status of datum features
machine and 9. Measure spindle run out
see status 10. Coolant check
• Flow rate / pressure
• Nozzle condition and direction
• Temperature
• Concentration
Std. C. Ascertain
actual
problem
S
Actual
situation
Gap

Cpk 1.15 Cpk 2.33


Define the Problem
Set a Goal
3 Factors
From what level?
To what level?
By when?

SMART
Specific?
Measurable?
Attainable?
Relevant / Realistic?
Time bound?

Poor examples include:


1) Find the root cause! (This is the next step of the process)
2) Implement lean tools like 5S or Standardize Work, etc. (This is an action item)
3) Train the employee (This is jumping to conclusions)
Type 2 – Analysis Types

Convergent
Focused
Analytic
C&E Relationship
Standard attainment
Scope control
Key Point is the Countermeasure!
Type 2 Summary

Type 1 Troubleshooting is about


rapid action and response to the
abnormal condition…an analogy is
thinking fast.

Type 2 Gap from standard problem


solving is about being more deliberate
and slowing down to consider what is
the real problem or root cause…an
analogy is thinking slow.
4 Types of Problem Situations
Type 3 – Target State
Kaizen Methods
(Future) Ideal
Situation 改善方法

GAP Type 3 -
“Target State”

Acceptable (Current Normal


State) Situation Status

GAP Type 2 - “Gap


from Standard”
問題解決
Problem Solving
Current
Situation
Target State Concept (Time Frame)
Target State Improvement Steps
Process Example SMED Example
Dedicated Press
Part A

Dedicated Press
Part B

Dedicated Press Flexible Press


Part C Parts A, B, & C

3 Dedicated Machines 1 Machine / 3+ Tools


No Flexibility Change Over Flexibility
Each 30% Utilization 90% Utilization
Make lots of inventory! Run more JIT style
Software Example

Same basic principle


as SMED in die
Unix exchange…
Linux
Key here is not the
time change over
Windows aspect but the
software ability to
act and host multiple
server types…

3 Dedicated Servers 1 Virtual Server


Each 30% utilized Now 90% utilized
No flexibility Flexibility
Stranded resources Less waste
Type 3 – Target State Summary

Divergent
Creative
Synthesis
Requires change
Longer time
Greater span
4 Types of Problem Situations

Small
Medium
Large
Toyota Suggestion System 1951

Although the TCISS offered incentives to employees,


the real value of the system was that it provided
motivation to employees by focusing on their skills
and creativity. The TCISS systemized the practices that
had been customary since the time of Toyota Motor
Corporation founder Kiichiro Toyoda: respecting
The system was introduced by Managing opinions from production and sales and conducting
Director Eiji Toyoda in 1951 when it became spontaneous on-site inspections while simultaneously
clear during the post Second World War inviting suggestions for improvements.
economic recovery that Toyota's production
facilities needed improvement. Toyoda took the
idea of TCISS (the creative ideas suggestion
system) from a Ford Motor Company plant
which he had visited in July 1950.
Type 4 – Vision / Innovation

Doblin: 10 Types of Innovation: The Discipline of Building Breakthroughs


4 Types of Problem Situations
4 Types & Benkei Analogy
Benkei Kaoru Ishikawa Baka / バカ / 馬鹿

馬鹿の一つ覚え
The term “7 QC tools” is named after [ばかのひとつおぼえ,
the seven tools of Musashibo Benkei baka no hitotsu-oboe
the famous warrior monk. Benkei
owned seven weapons which he used
to win all his battles. Similarly from A fool remembers only
my own experience you will find that
you will be able to solve 95% of the one thing
problems you face if you properly use
the 7 QC tools.
A fool knows only one way
Professor Emeritus of doing things
University of Tokyo
Session Summary
• Benkei vs. Baka analogy and be careful of experts
who only know one way
• Each type has a different cadence and focal point
• Reflection after doing is key as well. However you
can’t just “think” your way to improvement
• Learning by doing is key for all four types
• Problem solving, innovation and improvement
require perspiration and willingness to fail more
than once

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